LOCALIZATION OF MULTINATIONAL FIRMS, TERRITORIAL ATTRACTIVITY AND INTERCULTURAL MANAGEMENT IN THE EURO-MEDITERRANEAN AREA

The global economy has established new game rules with regard to both the strategies of multinational companies (MNC) and the competition exerted between the territories competing for the localization of companies. The internationalization of firms is not a new phenomenon and the explanations of this process are legion. In fact, the novelty of certain works lies in the interest taken regarding the effectiveness of the various approaches which make it possible to increase the efficiency of a firm’s localization strategies. From this point of view, the works of Hofstede, D' Iribarne and Hall are essential, being at the origin of the founding of intercultural management. These works shed light upon and allow one to interpret the cultural behaviors found in the management methods of numerous countries. Accordingly, this contribution will attempt to analyze the strategic impact of intercultural management on the binomial localization of MNC/ territorial appeal in light of the emergence of a Euro-Mediterranean area.localization strategies of MNC, Euro-Mediterranean area, intercultural management, FDI.

BENÍTEZ INGLOTT, EDUARDO [Material gráfico]

Copia digital. Madrid : Ministerio de Educación, Cultura y Deporte, 201

LA PERFORMANCE SOCIALE ET LA LEGITIMITE INSTITUTIONNELLE

Cette communication étudie la performance sociale, sous l'angle de la théorie néo-institutionnelle, en testant l'hypothèse de la légitimité dans les contextes français et tunisien. A travers une analyse exploratoire des rapports annuels, nous constatons la prépondérance des données financières et la marginalisation des informations sociales en Tunisie. En France, le reporting et l'évaluation de la performance sociales peuvent être analysées comme des stratégies de légitimation et d'institutionnalisation.PSE; RSE; légitimité; néo-institutionnelle; reporting social

RETRATO SIN IDENTIFICAR [Material gráfico]

Copia digital. Madrid : Ministerio de Educación, Cultura y Deporte, 201

Les effets de la compassion du leader positif et de la justice interpersonnelle sur la reconnaissance et le bien-être des salariés

L’objectif de cet article est de tester l’effet de la dimension Compassion/Empathie du Leader positif dans un modèle liant la justice interpersonnelle à la reconnaissance et au bien-être tels que perçus par les salariés. Les analyses sont menées à l’aide de la technique des modèles équations structurelles sur des données collectées auprès de 80 salariés de Sanofi en 2016. Les résultats montrent que la dimension Compassion/Empathie du manager et la perception de justice interpersonnelle par les salariés s’influencent positivement et réciproquement. De plus, la perception de reconnaissance est positivement corrélée à la dimension Compassion/Empathie du manager ainsi qu’à la justice interpersonnelle. Enfin, cette perception de justice interpersonnelle influence positivement le bien-être des salariés en termes de relations aux autres. Les implications managériales sont discutées.The objective of this article is to test the effect of the Compassion/Empathy dimension of the Positive leader in a model linking interpersonal justice to recognition and to well-being as perceived by the employees. Analysis is led thanks to structural equation modelling technique on data collected from 80 Sanofi employees in 2016. Results show that the manager’s Compassion/Empathy dimension and the employees’ perception of interpersonal justice positively influence one another. Moreover, the perception of recognition is positively correlated to the manager’s Compassion/Empathy dimension and to interpersonal justice. Eventually, this perception of interpersonal justice positively influences employee well-being in terms of relations to others. Managerial implications are discussed

Leaderships’ Role in Managing Crisis in the Lebanese Health Sector: An Assessment of Influencing Factors

This paper aims to assess the healthcare leadership’s role in crisis management, examine, and investigate the influencing factors. A quantitative analysis approach with a positivism philosophy is adopted. Primary data are collected using a structured questionnaire distributed to a sample of hospital employees in Lebanon. Data analysis used IBM SPSS version 25; whereby descriptive statistics (i.e., frequencies, percentages, means, and standard deviations) and inferential statistics (i.e., factor analysis, multivariable linear regression) were obtained. Results revealed that leaders’ traits and skills like proactivity and communication, gender, hospital location, organization’s culture, and stakeholders’ engagement influence the effectiveness of leaders’ decision-making in a crisis management context. Also, the results confirmed the alternative hypotheses that the explanatory factors have a direct and statistically significant relationship with leaders’ decision-making effectiveness. Outcomes of this research serve as an eye opener to policymakers, health care managers, and stakeholders that a fully integrated effort is a must to mitigate serious crisis consequences

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