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Les cas de Burnout, ou epuisement professionnel, se multiplient. Il est urgent d’en analyser les causes afin de mener une prevention efficace. Ces causes sont souvent vues comme individuelles. Notre recherche s’efforce au contraire, comme le preconisent certains chercheurs, de mettre en evidence les facteurs lies a l’organisation du travail. L’etude qualitative approfondie d’un cas reel nous permet de proposer un modele qui met en evidence notamment le role du N+1.

Purpose Large multinational companies (MNCs) are strongly formalized, often standardized and complex with multiple hierarchical levels. Over the past few decades, MNCs have strengthened their coordination and control systems by creating regional headquarters (RHQs). This study aims to investigate how MNCs rearticulate control dimensions at RHQs, to coordinate and exert control over subsidiaries in the Asia-Pacific region. Design/methodology/approach Based on a survey of 86 French MNCs in the Asia-Pacific region, this study applies a structural equation model to determine RHQs’ roles in the field of regional decision-making, coordination and control. Findings Large MNCs, with a significant presence in Asia, transfer coordination and control to RHQs, in a way that leads us to propose the use of the expression “regio-centralization.” RHQs become socialization hubs, where most regional decisions are taken and where international managers meet. MNCs mobilize at the same time expatriates, short-term assignees and local managers who intensively interact at RHQs. Thus, informal control at RHQs increases, partly substituting formal control by HQs. Smaller MNCs, without RHQs, on the contrary, base their control and coordination on the formalization of HQs-subsidiary relations, especially through strong reporting, in combination with centralized decision-making at HQs. Research limitations/implications This study is based on MNCs from one specific country, France, and focuses only on the dynamic Asia-Pacific host region. Coordination and control in less dynamic regions may reveal different results. Originality/value This study leads to a better understanding of how large MNCs reorganize dispersed activities in the Asia-Pacific region by creating RHQs, where important control and coordination functions are relocated.

International audience

International audience

Prior research establishes that international control by multinational corporations is based on three dimensions: centralisation, formalisation and socialisation. New control mechanisms appeared in the last decade, such as enterprise resource planning, short-term assignments and regional centres. Do these new mechanisms fit the three control dimensions? How do MNCs articulate their control mechanisms, including new ones? Using interviews with 77 managers of 47 French MNCs in 11 Asian countries, this study presents an exploratory factor analysis and clustering. The findings show that French MNCs control their Asian subsidiaries through four dimensions: centralisation of decision making, formalisation of subsidiaries, socialisation and expatriation., Le contrôle à l'international de leurs activités par les multinationales implique trois dimensions: centralisation, formalisation et socialisation. De nouveaux mécanismes de contrôle (les ERP, les missions de court terme, les sièges régionaux...) se sont développés récemment. S'inscrivent-ils dans ces trois dimensions ? Comment les multinationales articulent-elles l'ensemble des mécanismes de contrôle ? L'analyse des réponses de 77 cadres de 47 multinationales françaises dans 11 pays d'Asie, par factorisation et classification hiérarchique, révèle quatre dimensions de contrôle : centralisation de la décision, formalisation des filiales, socialisation et expatriation. Cinq types de multinationales se distinguent selon la combinaison des mécanismes de contrôles., Las multinacionales controlan sus actividades al internacional según tres dimensiones: centralización- formalización- socialización. Recientemente, nuevos mecanismos de control se han desarrollado (ERP, misiones de corto plazo, sedes regionales…). ¿Esos elementos se inscriben en esas tres dimensiones? ¿Cómo las multinacionales coordinan el conjunto de los mecanismos de control? Analizando las respuestas de 77 jefes de 47 multinacionales francesas instaladas en 11 países asiáticos, según un proceso de factorización y clasificación jerárquica, este estudio revela cuatro dimensiones de control: centralización de la decisión, formalización de las sucursales, socialización y expatriación. Cinco tipos de multinacionales se destacan entonces según la combinación de sus mecanismos de control.

しごと能力研究 (Shigoto Nohryoku Kenkyu) Research on Working Competency; International audience

Acoustic release mooring connectors allow a drilling rig’s mooring legs to be released remotely and immediately, in case of emergencies, severe weather events, or simply to save time and money during rig moves.A review of existing quick disconnect devices will be presented. The technology of quick disconnect devices is forty years old and the paper will highlight the necessary improvements that need to take place. A lighter device is needed, which would also make it faster, safer, and easier to install. The importance of overcoming battery life and signal interference issues will also be addressed as the implementation of a network relay mode and frequency hopping between several connectors can dramatically improve transmission and reception. Acoustic signal reliability can be affected by obstruction, conflicting noise from rig, or power issues from the modem. The implementation of relay mode is an important improvement in terms of acoustic signal redundancy. The relay mode function strongly improves the reliability and availability of the system. A new type of acoustically operated mooring connector has been developed, the Inter-M Release, that can release under tension loads as high as 900 tons. Videos of ABS & DNV observed tests will be shown. A tension of 900 tons is the equivalent to the breaking load of 87mm diameter grade R5 chain; yet, the Inter-M® Release is two to four times lighter and smaller than other existing quick disconnect mooring devices. It is therefore easier and safer to install, saving an average of seven hours per rig. The acoustically operated mooring connector is based on three components, all field tested and with a strong track record: The SRP Rocksteady subsea connector (DNV and ABS verified), which is the world’s leading renewable connector and has been used on all major wave and tidal projects around the world Teledyne’s acoustic modem, of which thousands are in use worldwide, in applications from ROVs and AUVs, as well as subsea instrumentation release systems. A needle valve from North Sea offshore industry leaders Waverley Brownall, for long term gas tight performance; integrated with an electromagnet actuator (no moving parts) for ultimate reliability. The battery life has been improved from eighteen months to five years. Acoustic relay mode and signal hopping has been implemented. Design development and component assembly details will be provided. This technology provides a significantly safer way to disconnect the rig quickly in case of emergencies (blowout, hurricanes, icebergs) and can also be used to optimize drilling efficiency by allowing faster rig moves from one location to the next.This paper will cover its potential uses including rig moving and weather avoidance; product development and qualification program; and the integration of data and communication in an ABS & DNV qualified mooring device. (Abstract)

Pour introduire ce numéro thématique, nous proposons un diptyque. Ce format original permet de poser, sous des angles complémentaires, des éléments susceptibles d’interroger le lecteur sur un thème clé du management international. Dans un premier article, nous avançons une réflexion sur la nature et la portée du concept d’intégration en management international. Dans un deuxième article, la question de l’intégration est abordée d’un point de vue sociologique. Ce dernier article est la transcription de la communication introductive proposée par le Professeur Jean-François Chanlat lors de la conférence Atlas AFMI de 2017 à Madagascar., To introduce this special issue, we propose a diptych. This original format allows to put together, from complementary angles, elements likely to question the reader on a key theme of international management. In a first article, we analyze the nature and scope of the concept of integration in international management. In a second article, the question of integration is addressed from a sociological point of view. This last article is the transcription of Professor Jean-François Chanlat’s introductory speech proposed at the 2017 AFMI Atlas conference in Madagascar., Para introducir este número temático, le proponemos un díptico. Este formato original permite poner, bajo ángulos complementarios, elementos susceptibles que pueden interrogar al lector sobre un tema clave como la gestión internacional. En el primer artículo, adelantamos una reflexión sobre el carácter y el alcance del concepto de integración en gestión internacional. En el segundo artículo, la cuestión de la integración es planteada desde un punto de vista sociológico. Este último artículo es la transcripción de la comunicación introductoria propuesta por el Profesor Jean-Franþois Chanlat en la conferencia Atlas AFMI de 2017 en Madagascar.

International audience; The development of global travel and high-speed communication technologies has considerably changed the way people work across borders. This contribution investigates the roles and functions of short-term assignees compared with long-term expatriates. Face-to-face interviews with 77 expatriated managers in charge of the subsidiaries of 47 French multinational companies (MNCs), located in 11 Asian countries, reveal that French expatriation to Asia is contained but not declining, with no signs of disappearing soon. In specific cases, French MNCs continue to use expatriates extensively. Although the use of short-term assignments is increasing, this trend is not systematic in all MNCs. Finally, expatriates have more strategic, long-term oriented roles, whereas short-term assignees complement expatriates by taking over more operational and functional roles. These findings produce some key managerial recommendations for managing and promoting short-term assignments, as well as implications for further research.

According to previous research, family and non-family businesses differ with respect to corporate social responsibility (CSR) policies in Japan. In this article, we address these differences and explore the main determinants of CSR in Japan, using a sample of 200 Japanese firms drawn randomly from a CSR database. In contrast with this previous research, we find that the characteristics of either family or non-family businesses do not influence CSR policies in general; however, when they do (for example, in human resources management), the influence is less strong for family businesses. We also find that firm size and innovation inclination are explanatory factors for CSR, supporting prior research in contexts other than Japan.

As widely documented in academic literature, family businesses perform better and enjoy a sounder financial structure than non-family businesses, a trend that applies to Japan as well, which is the context of this paper. Therefore, conventional wisdom suggests that family businesses should recover better or more easily from an economic downturn and persist in their stronger performance. This study tests this hypothesis, especially in reference to the current global economic crisis, by drawing lessons from the Asian crisis of 1997, for which relevant data are available. The study pertains specifically to the case of Japanese family and non-family companies. The empirical investigation uses a matched pair methodology, which allows for strong controls of size and industry variables. The sample consists of 98 carefully selected pairs (one family and one non-family) of firms that are of the same size and from the same industry. According to the results, family businesses achieve stronger resilience both during...

According to prior literature, risk determines the international strategies firms adopt, together with cultural and geographical distance. However, the effect of distance, whether cultural or geographical, remains insufficiently tested and seemingly contradictory. To investigate the potential determinants of international firm strategies, this study draws a sample of 759 Japanese subsidiaries worldwide. Statistical analyses confirm the ambiguous effect of distance (cultural and geographical) on internationalization strategies, especially compared with the effect of risk.

Research on family businesses has undergone rapid development in the past two decades. Broadly speaking, such companies perform better than nonfamily businesses, as recent investigations in Japan support. To obtain a more precise result, this research has applied to the Japanese context a research methodology that has proven its worth in Western cases. On the basis of data covering the years 1998 and 2003, we found better performance among family businesses in Japan.

ZnO nanowires typically show persistent photoconductivity (PPC), which depends in their temporal behaviour on the ambient. We investigate ZnO nanowires in oxygen and argon ambient and analyze the PPC both on the short and on the long time scale to sort out the underlying mechanisms. Wavelength dependent excitation shows the energy barrier for the PPC to be around 150 meV below the band gap of ZnO, independent of the ambient atmosphere. In photocurrent measurements at constant wavelength, a log-logistic dependence of the conductivity on the partial oxygen pressure is observed. The experimental results are compared to a model of Bonasewicz et al. [J. Electrochem. Soc. 133, 2270 (1986)] and can be explained by oxygen adsorption processes occurring on the surface of the ZnO nanowires. From temperature dependent measurements of the decay times in oxygen and argon ambient, the related activation energies for the fast and slow decay processes are determined. Comparing our results to theoretical calculations of e...

Cette contribution étudie l’incidence potentielle du caractère familial ou non des entreprises sur leur valorisation boursière, dans le contexte du marché japonais. L’étude empirique porte sur 90 paires d’entreprises cotées, chaque paire étant constituée d’une entreprise familiale, l’autre non familiale, toutes deux de même taille et de même activité. Au total, le marché ne semble pas marquer de forte différence dans son évaluation entre les entreprises familiales et non familiales. Il tend même à mieux valoriser les entreprises non familiales, pour des raisons que l’article s’efforce d’identifier. 本論文は、同族会社という企業特性が日本の株式市場の評価に影響を与える可能性を検討している。同一の企業規模、業種の上場90組の同族・非同族企業を対象とした実証調査の結果、金融市場の評価には、同族・非同族会社という企業特性による違いがみられないことがわかった。むしろ、傾向としては非同族会社のほうを高く評価している。その理由については、本論文で明らかにしたい。 This paper investigates whether being a family business or not effects a company’s stock market valuation in the context of Japan. Our empirical investigation involved ninety pairs of listed companies, each pair consisting of one family and one non-family business of the same size and from the same industry. We found that there is little difference between the way family and non-family businesses are evaluated by financial markets. The tendency is even to award better valuations to non-family businesses, for reasons that this paper attempts to identify.

Active academic research into family businesses (FBs) consistently indicates that FBs perform better and have sounder financial structures than non–family businesses (NFBs), across time and various nations. However, conventional wisdom once held that these performance benefits did not apply to Japanese FBs, and currently general opinion suggests it is not true in China. This chapter therefore undertakes a precise investigation of Chinese listed companies to compare FBs with NFBs. In China too, FBs perform better than NFBs in terms of profitability and liquidity, though not with regard to long-term indebtedness. Moreover, FBs that fall under strong family control perform better than those with weak levels, in terms of profitability, liquidity and indebtedness.

Recent literature suggests that multinational companies pursue regional rather than global strategies. Therefore, this study investigates regional management structures, using French multinational companies (MNCs) in the Asia–Pacific region as an empirical context, to address two research questions: first, do MNCs split Asia into subregions and, if so, what are the resulting clusters of countries and clustering criteria? Second, what kind of regional management structures do MNCs establish in Asia, and what are their roles and functions? Factors, such as MNC size, the size of host markets, or the nature of their activities, might explain some differences. The authors conducted 77 face-to-face interviews with expatriated managers in charge of the subsidiaries or regional management structures of 47 French MNCs located in 11 countries in Asia, then crossed these data with secondary sources of information. Nearly half the MNCs subdivide the Asia–Pacific region into clusters of countries, where they locate regional management centres (regional headquarters, regional offices, distribution centres, local offices) with substantial functions and roles. The main drivers of a regional Asian strategy and organisation are the overall size of the MNC and its sales in Asia; the presence of manufacturing activities does not exert any influence. This research identifies ten clusters of countries in Asia, determined by the French MNCs in our sample, on the basis of four main criteria: market orientation/economic logic, geographical and institutional proximity, cultural differences, and the MNC’s own characteristics. Smaller MNCs do not slice Asia into clusters but rather centralise regional decisions and control procedures, implementing few regional management centres in Asia and giving them limited roles and functions.

Expatriation induces high costs and huge difficulties. Therefore, MNCs also adopt localization strategies for management positions. This chapter compares Japanese and European MNCs, on the basis of a series of interviews of 17 MNCs in 8 countries in Asia. Japanese MNCs have not localized their management positions as much as European MNCs, but they are willing to do so. This chapter details the mechanisms for successful localization strategies of management positions.

European and Japanese multinational corporations (MNCs) have expanded their activities in Asia, usually through massive mobilization of various human resources from head offices, whether expatriated or on short-term assignments, and a reliance on diverse categories of local employees. Because expatriation is costly, difficult and often limited in its results, MNCs have developed localization strategies for management positions to support their regional development. This contribution addresses such a scenario by comparing Japanese and French MNCs in eight Asian countries, based on 53 interviews across subsidiaries of 17 MNCs. We find that Japanese MNCs have not localized management positions as much as French MNCs, but they have grown more willing to do so. To compensate for the lack of local capabilities without sending more expatriates, both French and Japanese MNCs frequently send experts on short-term assignments. Finally, though human resource practices vary widely across countries, even for a given M...

International audience

The internationalization strategies of family businesses versus nonfamily businesses remain a neglected area of study. This investigation uses a sample of 759 Japanese subsidiaries worldwide that can be identified as family businesses or nonfamily businesses to reveal two key results. First, family businesses establish fewer joint ventures than nonfamily businesses, in relative terms, and resort less to using Sogo Shosha, or Japanese general trading companies. This result implies family businesses prefer more to remain independent compared with nonfamily businesses. Second, expatriation policies do not differ significantly between family businesses and nonfamily businesses, contrary to a priori expectations. Differences in the strategic behavior of family businesses and nonfamily businesses therefore do not appear in every aspect of the internationalization process.

The internationalization strategies of family businesses versus non-family businesses remain a neglected area of study. We want to investigate the potential effects for a company to be a family or a non-family business on its international strategy, taking the case of Japan as the basis of this research. This investigation uses a sample of 759 Japanese subsidiaries worldwide that can be identified as family businesses or non-family businesses to reveal two key results. First, family businesses establish fewer joint ventures than non-family businesses, in relative terms, and resort less to sōgō shōsha, or Japanese general trading companies. This result implies family businesses prefer more to remain independent compared with non-family businesses, as frequently stated by the academic literature. Second, expatriation policies do not differ significantly between family businesses and non-family businesses, contrary to a priori expectations. Differences in the strategic behavior of family businesses and non-family businesses therefore do not appear in every aspect of the internationalization process., Les stratégies d'internationalisation comparées des entreprises familiales et non familiales sont un domaine d’étude peu exploré, tous pays confondus. Nous voulons étudier l’incidence potentielle du caractère familial ou non familial d’une entreprise, dans le cas des entreprises japonaises. Notre recherche est conduite sur un échantillon de 759 filiales d’entreprises japonaises à l’étranger, identifiées comme filiales d’entreprises familiales ou non familiales. Nous parvenons à deux résultats principaux. Tout d'abord, les entreprises familiales établissent moins de coentreprises que les entreprises non familiales, en termes relatifs, et ont moins recours aux sociétés de commerce général (sōgō shōsha). Les entreprises familiales ont en effet, selon la littérature, une propension plus forte à demeurer indépendantes que les entreprises non familiales. Par ailleurs, et contrairement à ce que l’on pouvait envisager a priori, les politiques d'expatriation ne diffèrent pas significativement entre les entreprises familiales et non familiales. Les différences dans le comportement stratégique des entreprises familiales et non familiales ne semblent donc pas apparaître dans tous les aspects du processus d'internationalisation., Abdellatif Mahamat, Amann Bruno, Jaussaud Jacques. Stratégie internationale des entreprises japonaises : étude de l’incidence potentielle du caractère familial. In: Ebisu, n°43, 2010. pp. 29-53.

National audience; L’activisme des actionnaires est l’expression d’un mécanisme de gouvernance des entreprises qui permet à tous les actionnaires d’exprimer leur voix (Voice au sens de Hirschman, 1973) dans de nombreux domaines et ceci, quelle que soit leur participation au capital. Ce papier étudie les manifestations de cet activisme en Espagne, aux Etats-Unis, en France et au Japon à travers l’examen des résolutions déposées en Assemblée Générale et des principaux mécanismes permettant aux actionnaires de faire entendre leur voix.

Shareholder Activism and Corporate Social Responsibility in Japan. Shareholder activism has grown in popularity during the last decade (first in the US, followed by Europe, then Japan) as a reaction to management latitude. Shareholder activism is defined as shareholders claiming their power as company owners to influence a corporation's behavior. One of the most common issues addressed through shareholder activism is the topic of Corporate Social Responsibility (CSR), or how a company takes into account shareholders (and other stakeholders) rights. This paper deals with the contemporary development of shareholder activism in Japan from the perspective of CSR., L'activisme des actionnaires s'est développé ces dernières années aux États-Unis, en Europe, puis au Japon, en réaction au comportement jugé indélicat de certains dirigeants d'entreprise. Les dirigeants perdent parfois de vue qu'ils sont avant tout nommés par les actionnaires, dont ils doivent servir les intérêts. Par ailleurs, leurs choix ou leur négligence heurtent parfois les intérêts des autres parties prenantes (clients, salariés, fournisseurs, etc.), ce qui finit par dégrader la rentabilité et le cours de l'action. Cette contribution étudie le développement récent de l'activisme des actionnaires au Japon, en relation avec la question de la responsabilité sociale de l'entreprise, sa responsabilité à l'égard de l'ensemble des parties prenantes., Amann Bruno, Jaussaud Jacques, Kanie Akira. Activisme des actionnaires et responsabilité sociale de l'entreprise au Japon. In: Ebisu, n°33, 2004. pp. 153-171.

Since the mid-eighties, attention both of professionals and academics has been drawn on the " Family Business " phenomenon". Research on the family companies has known a significant renewal of interest, mostly in the Anglo-Saxon world. Recently, the economic and financial press echoed this revival of interest for the family company. This work tries to draw up a state of research and publications in this field.

Les entreprises familiales ont une importance economique incontestable en France comme dans toutes les economies du monde. A travers l’examen du cas d’une entreprise du sud-ouest inscrite dans le tournant du XIXe au XXe siecle, l’entreprise Amouroux, il est montre les paradoxes d’une gestion, par certains cotes innovative, inventive, par d’autres extremement conformiste. Une tentative d’explication a ce paradoxe est proposee a la lumiere des analyses de la nouvelle sociologie economique et des travaux de Mark Granovetter.

International audience; Supported by the ‘Go Global’ (or ‘Going Out’) policy promoted by the Chinese government since 1999, a number of Chinese firms have developed rapidly abroad during the last two decades. This chapter investigates whether their internationalization behaviors conform to existing theoretical frameworks, namely the Uppsala stage model (Johanson and Vahlne, 1977, 2009), the Eclectic Paradigm (Dunning, 2001, 2006), the Linkage, Leverage, Learning (LLL) model (Mathews, 2006), and the ‘Born Global’ model (McDougall et al., 1994; Cavusgil and Knight, 2015). The theoretical frameworks of these models derive from the cases of Western MNCs during the 1970s, 1980s and 1990s. However, currently Chinese firms develop abroad in a more trade-friendly world, and with the strong support of Chinese authorities. By thoroughly investigating the cases of 12 carefully-selected firms, this chapter identifies the peculiarities of Chinese MNCs’ international development.

During these two last decades, there has been a growing interest on factors andmechanisms which favor the corporate social responsibility (CSR). This field of research has become widespread and fuels numerous debates, specifically in the field of family firms.Research at the family firm- corporate social responsibility nexus lacks agreement about whether family firms are more or are less socially responsible than their non-family counterparts. In order to contribute to a greater understanding of the variation in companies’ CSR performance, and to add to this ongoing debate, we take the heterogeneity within the group of family firms into account. Based on the F-PEC Scale of Family Influence, we agree that the involvement of family in business through management, governance, and ownership creates a unique and distinctive attribute of family businesses.; Au cours des deux dernières décennies, on s'intéresse de plus en plus aux facteurs et mécanismes favorisant la responsabilité sociale des entreprises. Ce champ de la recherche suscite plusieurs débats et spécifiquement dans un contexte de l'entreprise familiale.Selon des recherches antérieures, les entreprises familiales et non familiales diffèrent en ce qui concerne leurs performances sociétales mais les résultats dans ce domaine manquent d'unanimité. Ces différences dans les résultats reposent principalement sur l'hétérogénéité des variables prises en compte pour identifier l'entreprise familiale et l'implication de la famille. Ainsi, et afin de contribuer à une meilleure compréhension de la performance sociétale des entreprises familiales, nous adoptons une approche basée sur l'echelle F-PEC de mesure de l'implication familiale.

International audience; This chapter focuses on the transfer of quality management in a cross-cultural context, with a specific focus on quality management in Germany and Brazil. The authors analyse a major critical incident in the Brazilian subsidiary of a German multinational, using a multi-level perspective. They develop possible solutions for overcoming cultural challenges in German-Brazilian collaboration.

International audience; This chapter introduces the theoretical framework upon which this study was based before going on to set out the methodology used and detail the main results found. It discusses results in the light of scientific literature on the issue and their managerial implications. With the internationalization of organizational structures, the development of intercultural competences was often considered a strategic benefit. Indeed, companies are sensitive to the cultural diversity of their worldwide branches and to the international competences developed by their employees. Through organizational internationalization, intercultural competences become strategic resources. Although there is no consensus regarding their definition, intercultural competences may be understood as the process of cultural sensitivity development through active exposure to cultural differences. The overlap between transversal competences and intercultural competences, highlighted by our first results, shows the lack of readability of the job market (international or classical) and confirms the lack of consensus around defining and measuring intercultural competences.