PurposeAccelerationist thinking needs an organizational lens to progress. This paper explores how family firms cope with growth pressure.Design/methodology/approachFive case studies of French family ...multinationals, including semi-directive interviews conducted with senior, middle managers and operational employees showed how these allegedly “human-oriented organizations” have handled growth.FindingsFour organizational change initiatives were undertaken: (1) the transition from a functional structure to a matrix model, (2) the formalization of a corporate value system, (3) the centralization of an information and communication system and (4) the involvement of external consultants. Further analyses suggested an empowerment-control tension. In line with previous critical work on business empowerment practices, these organizational initiatives conceal a control reinforcement. This translates into internalization of repression, among family director, manager, and operational employees, both at headquarters and subsidiaries. Thus, one is misguided if turning to family firms to escape from becoming both subject and driver of control as they are submitted to the same market pressures as others, pressure condemned by accelerationists.Practical implicationsAccelerationism thinking aims at a post-capitalist era and is a fertile ground for collective reflection, which should feedback the family organization with a brighter future. The family firm can only acknowledge this compelling phenomenon and fulfill its role of society stakeholder raised to a higher level.Originality/valueFamily businesses, themselves, roll out their own repressive mechanisms due to the market system. This paper connects two literature studies: family business growth and accelerationism thinking.
Purpose Accelerationist thinking needs an organizational lens to progress. This paper explores how family firms cope with growth pressure. Design/methodology/approach Five case studies of French ...family multinationals, including semi-directive interviews conducted with senior, middle managers and operational employees showed how these allegedly “human-oriented organizations” have handled growth. Findings Four organizational change initiatives were undertaken: (1) the transition from a functional structure to a matrix model, (2) the formalization of a corporate value system, (3) the centralization of an information and communication system and (4) the involvement of external consultants. Further analyses suggested an empowerment-control tension. In line with previous critical work on business empowerment practices, these organizational initiatives conceal a control reinforcement. This translates into internalization of repression, among family director, manager, and operational employees, both at headquarters and subsidiaries. Thus, one is misguided if turning to family firms to escape from becoming both subject and driver of control as they are submitted to the same market pressures as others, pressure condemned by accelerationists. Practical implications Accelerationism thinking aims at a post-capitalist era and is a fertile ground for collective reflection, which should feedback the family organization with a brighter future. The family firm can only acknowledge this compelling phenomenon and fulfill its role of society stakeholder raised to a higher level. Originality/value Family businesses, themselves, roll out their own repressive mechanisms due to the market system. This paper connects two literature studies: family business growth and accelerationism thinking.
This article investigates the evolution of international human resources (IHR) strategies of Western multinational enterprises (MNEs) from a strategic improvisation perspective. It analyzes the ...effect of the Tunisian context, after the revolution, on the strategic IHR direction of French MNEs. The study is based on qualitative research of two French MNEs in Tunisia, and the findings highlight the influence of contextual, managerial and organizational drivers on the improvisation strategy to revise the MNEs' IHR strategy. The results detail a parallel shift from an ethnocentric to a regiocentric approach, based on a minor improvisation in one case, and from an ethnocentric to a geocentric approach, following a bounded improvisation in the other. The work bears both scientific and industry value, as it defines and interrelates managerial, organizational and contextual forces, and transcribes scientific findings into practicable actions within an emerging market. The research identifies open‐mindedness, communication, local managers' skills, mutual trust and strong local networks as keys in the development of an improvisation strategy within a turbulent context.
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BFBNIB, FZAB, GIS, IJS, KILJ, NLZOH, NUK, OILJ, SAZU, SBCE, SBMB, UL, UM, UPUK
Purpose - The purpose of this paper is to examine the role of location in the relationships established between headquarters and foreign subsidiaries.Design methodology approach - The empirical study ...is based on three in-depth case-studies of French multinationals. The authors conducted 31 interviews with managers from both the headquarters and foreign subsidiaries.Findings - The findings of the study indicate that headquarters-subsidiaries relationships are shaped by the location of subsidiaries in emerging economies, and more specifically by the cultural, administrative, geographic and economic distance between the headquarters and foreign subsidiaries.Originality value - The analysis focuses on new challenges faced by multinational enterprises (MNEs) from mature economies, considering the growing importance of subsidiaries located in emerging countries.
The global integration/local responsiveness (I/R) perspective has been used for a long time and is still today essential to the understanding of the many models presented in the literature on ...multinational companies. We deconstruct the notions of integration and responsiveness, showing how the I/R perspective, as it is presented in the literature, is incomplete or insufficient. We then define an approach that goes beyond this perspective and discuss its applications and limitations.
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BFBNIB, IZUM, KILJ, NMLJ, NUK, PILJ, PNG, SAZU, UL, UM, UPUK
The global integration/local responsiveness (I/R) perspective has been used for a long time and is still today essential to the understanding of the many models presented in the literature on ...multinational companies. We deconstruct the notions of integration and responsiveness, showing how the I/R perspective, as it is presented in the literature, is incomplete or insufficient. We then define an approach that goes beyond this perspective and discuss its applications and limitations.
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BFBNIB, IZUM, KILJ, NMLJ, NUK, PILJ, PNG, SAZU, UL, UM, UPUK
Notre article porte sur les modes de coordination à l’oeuvre dans les firmes multinationales (FMN) en vue de comprendre la nature des relations établies entre le siège et ses filiales. Des entretiens ...dans dix FMN françaises ont été menés auprès de dirigeants de siège et de filiales internationales. Nos résultats nous permettent de préciser les mécanismes informels à l’oeuvre dans les relations siège-filiales. Nous proposons également une typologie reposant sur différentes combinaisons des modes de coordination tout en tenant compte des facteurs liés au contexte spécifique des filiales et du groupe.
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IZUM, KILJ, NUK, PILJ, SAZU, UL, UM, UPUK
Le rôle du siège dans les firmes multinationales (FMN) est une question sous-évaluée dans les recherches sur les relations siège-filiales. Or, il s’agit d’un enjeu majeur compte tenu de l’évolution ...des FMN actuelles. Notre recherche questionne le rôle du siège à partir de l’étude de dix FMN françaises. Nous identifions alors trois types de rôles du siège : le siège interventionniste, le siège modérateur et le siège relais.
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