Successful companies in the developing world: managing in synergy with cultures
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Paris
Agence Française de Développement
2007
|
| Schriftenreihe: | Notes and documents / Agence Française de Développement
36 |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | 247 Seiten |
Internformat
MARC
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Datensatz im Suchindex
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| adam_text | ACKNOWLEDGEMENTS
9
Contents
ABSTRACT/RÉSUSVÎÉ.....................................................11/13
PREFACE.................................................................15
INTRODUCTION.............................................................27
1. GROWING TOGETHER IN MEXICO......................................37
1.1 After deep-cutting change, a company in sharp contrast
with its environment........................................... 38
1.1.1 The standard practice in Mexican companies:
low levels of co-operation and mobilisation..................38
1.1.2 Closeness and support prevail...............................40
1.1.3 A high-quality, human policy whose success needs explaining.43
1.2 The ideal of a community of equals, in which mutual assistance can
change individual weakness into collective strength..............46
1.2.1 Helping one another to grow................................46
1.2.2 A strong and proud whole made up of weaker elements.........49
1.2.3 A family of brothers..................................... 51
1.3 The means of success............................................53
1.3.1 A company that helps people grow.............................54
1.3.2 A community of equals......................................58
1.3.3 Supported by a system.................................... 61
1.4 Conclusion......................................................63
©AFD2007 Successful Companies in the Developing World
Contents _____________________________________________________________________
2. TOTAL QUALITY AND ISLAM IN CASABLANCA..................................65
2.1 Acuitural rift.....................................................66
2.1.1 New ways of doing and being..................................68
2.1.2 A break-away from the environment............................73
2.2 A Rule of life that draws meaning from Islam......................74
2.2.1 A Rule of life...............................................77
2.2.2 The persistence of strong individualism......................79
2.2.3 TQM and Islam: the heritage of a community of believers......82
2.3 A management team that leveraged the local context.................85
2.3.1 A strong and modest director.................................86
2.3.2 An approach in resonance with Moroccan Islamic culture.......90
2.4 Conclusion: a subtle alchemy between corporate culture
and national culture.................................................94
3. REVOLUTION BY PROCEDURES IN CAMEROON...................................95
3.1 Sudden change after repeated failure...............................96
3.1.1 The puzzle of impossible decentralisation........... .......97
3.1.2 The surprising introduction of the operating manual..............101
3.2 Centralisation seen through local eyes...............................105
3.2.1 Self-interested individuals ............................. .106
3.2.2 Daily mutual aid between friends................................108
§
3.2.3 A tale of centralisation, Cameroonian-styie ....................111
3.3 Ritualisation of procedures as a vector of change....................116
3.3.1 The explosive effect of poorly adapted tools....................117
3.4 Ritual as the antidote to individual intrigue........................119
3.5 Conclusion: a case of institution-building tailored to local context.125
4. “MAFIA” GROUPS OR VIRTUOUS NETWORKS: THE BATTLE AGAINST
CORRUPTION IN ARGENTINA............................................... 127
4.1 An unusual situation behind seeming ordinariness...................128
4.1.1 Past corruption and classic ways of fighting ...................128
4.1.2 Uncommon features that raise questions.......................131
4.2 The problematic encounter between a plurality of benchmarks...........133
Successful Companies in the Developing World © AFD 2007
Contents
4.2.1 Affection for principles, with background references to religion
and honour................................................... .....134
4.2.2 The influence of groups bound by common references and shared
interests......................................................... 136
4.2.3 General ambiguity in understanding the practical line between honesty
and dishonesty......................................................139
4.3 A form of fighting corruption adapted to the Argentine context.........142
4.3.1 Clarifying benchmarks..............................................143
4.3.2 A company that helps, morally and materially.......................147
4.3.3 Sensitive points............................................... 149
4.3.4 Ongoing difficulties............................................. 153
4.4 Conclusion..............................................................156
5. WHERE THE UNIVERSAL AND THE LOCAL MEET.......................................159
5.1 From each man for himsetf to a growing, trustful co-operation ...........159
5.2 Mobilisation.......................................................... 163
5.2.1 Common features.................................................. 164
5.2.2 Different frameworks for co-operation and non-cooperation..........165
5.2.3 From the abstract universal to the tangible local................ 168
5.3 Exercising authority....................................................170
5.3.1 Widely varying concepts of authority that respect
subordinates dignity............................................. 172
5.3.2 A benevolent and just superior.....................................175
5.4 Corporate ethics: the fight against corruption..........................178
5.4.1 The ethic of purity and the ethic of loyalty......................178
5.4.2 Fighting corruption in cultures where loyalty to one’s own prevails... 181
5.5 Combining community functioning with strict procedures..................184
5.5.1 Political cultures.................................................184
5.5.2 Cultures in which it is difficult to co-operate effectively without
the formation of a tight-knit community............................ 186
5.5.3 Balancing the closeness of relationships with the strictness
of procedures................................................ ...191
5.6 Conclusion..............................................................193
©AFD2007 Successful Companies in the Developing World
mm
Contents
6. A PROGRESSIVE APPROACH FOR COMPANIES AND INSTITUTIONS
AT THE SERVICE OF DEVELOPMENT............................................195
6.1 Changing the perspective on culture and management...................196
6.1.1 Culture as a way of thinking: escaping the fatalistic vision....197
6.1.2 Culture as an interpretive context.............................202
6.1.3 Management: more than just a collection of recipes .............205
6.1.4 Awareness of what “universal” management methods
owe to their local cultural roots...............................209
6.2 Companies better able to learn from experience ......................213
6.2.1A more thoughtful apprenticeship.................................213
6.2.2 Moving towards growing expertise.............................217
6.3 Identifying and diffusing “best practices” tailored to diverse
cultural contexts.................................................. 221
6.3.1 A vision of best practices that pays little attention
to local adaptation..................................... ..222
6.3.2 For a systematic survey of the local best practices
and the conditions of their success.............................224
6.4 From corporate to national governance................................227
7. CONCLUSION: A DOUBLY INNOVATIVE THIRD WORLD...............................231
7.1 Far from bureaucratic impersonality................................233
7.2 Which good practices?............................................. 235
APPENDIX Research Outline..................................................237
Successful Companies in the Developing World ©AFD2007
is-.-» = = :V- -r w-•- v ■ •• • • • •
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| spelling | Iribarne, Philippe d' 1937- Verfasser (DE-588)132110164 aut Le tiers-monde qui réussit Successful companies in the developing world managing in synergy with cultures Philippe D'Iribarne Paris Agence Française de Développement 2007 247 Seiten txt rdacontent n rdamedia nc rdacarrier Notes and documents / Agence Française de Développement 36 Digitalisierung UB Passau - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030622542&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Iribarne, Philippe d' 1937- Successful companies in the developing world managing in synergy with cultures |
| title | Successful companies in the developing world managing in synergy with cultures |
| title_alt | Le tiers-monde qui réussit |
| title_auth | Successful companies in the developing world managing in synergy with cultures |
| title_exact_search | Successful companies in the developing world managing in synergy with cultures |
| title_full | Successful companies in the developing world managing in synergy with cultures Philippe D'Iribarne |
| title_fullStr | Successful companies in the developing world managing in synergy with cultures Philippe D'Iribarne |
| title_full_unstemmed | Successful companies in the developing world managing in synergy with cultures Philippe D'Iribarne |
| title_short | Successful companies in the developing world |
| title_sort | successful companies in the developing world managing in synergy with cultures |
| title_sub | managing in synergy with cultures |
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