Article pp.171-173 du Vol.37 n°212 (2011)

(1)

9 Contributors to this issue

13 Competency-based and the relation between CEO & HR Manager Bruno Henriet, Cathy Krohmer

The object of this article is to analyze the dynamics of the relation between CEO and HR Manager trough the competency-based management within a sample of SME. In what extent the competency-based management is at the origin of a strong relation between these two actors? How this relation and its vicissitudes will influence the durability of the project? To understand and describe this relation, we analysed four case studies. If all these couples knew a certain “racing” at the beginning of the project, their relations could take different turnings then.

29 Technology versatility and individuals’ compétences:

The case of French fighter pilots Pierre Barbaroux

This article investigates how technology functional versatility influences the nature and development of individual competences. Building on a case study which focuses on the introduction of “multirole” Rafale aircrafts within French Air Force fighter squadrons, the article shows that the new technology triggered the evolution of education and training systems to support the development of

“poly-competent” individuals.

45 Counterfeits of luxury products: a study of perception and purchase intention according to point of purchase

Brigitte Müller, Bruno Kocher, Björn Ivens

In recent years, counterfeiting has become a planetary industry. This fact is accelerated by the change of distribution modes, especially the development of the Internet. In order to contribute to the better understanding of this phenomenon, this research explores to what extent four different point of purchases affect consumers perception, attitude and purchase intention of original goods and counterfeits in the luxury industry. The importance of factors such as trust in the point of purchases is highlighted.

issue 212 March 2011

S U M M A R Y

Cet article des Editions Lavoisier est disponible en acces libre et gratuit sur archives-rfg.revuesonline.com

(2)

File: The management of headquarters-subsidiaries relationships in multinational companies

Guest Editor:Ulrike Mayrhofer

65 The management of headquarters-subsidiaries relationships: A strategic question for multinational companies

Ulrike Mayrhofer

This article focuses on the management of headquarters-subsidiaries relationships in multinational companies. The author examines the characteristics of the multinational company and its different organisational configurations. The analysis highlights the diversity of relationships that can be established between different units of a group. Because of the fragmentation of the value-chain, their management is of strategic importance for companies.

77 What is the role of headquarters in multinational companies?

Hanane Beddi

The role of headquarters in multinational corporations (MNC) is an underestimated question in research on headquarters-subsidiaries relationships.

However, it appears to be a crucial issue if we take into account the evolution of contemporary MNCs. This research questions the role of headquarters through the study of ten French MNCs. The findings lead us to identify three types of roles of headquarters: interventionist, moderator, and relay.

93 The location of subsidiaries abroad: Which are the links established with local territories?

Sébastien Le Gall

This article analyses location strategies of multinational firms (MNF) that are willing to invest in a foreign territory. The goal is to estimate to what extent location strategies are justified by the nature of the relationship that MNF establish with the given territory. A contextual analysis of foreign investment location is carried out in four different territories: the Nice-Sophia-Antipolis science and technology park, Aix-en-Provence, Grenoble and the Rennes Atalante science park.

109 Building a social responsibility strategy in a multinational firm: Lessons from Lafarge group

Florent Pestre

This article aims at conceptualizing the building of social responsibility strategies in the multinational firm. The inherent complexity of this type of organization is approached by an analysis of headquarters-subsidiaries 172 Revue française de gestion – N° 212/2011

(3)

relationships. In fact, this research brings together two distinct fields: strategic processes on the one hand, and international strategies on the other hand. A case study traces the various phases of formulation and implementation of the Lafarge group’s strategy against AIDS in Africa. The conceptualization of this phenomenon leads to the discussion of a transnational process of co- construction of the CSR strategy by headquarters and subsidiaries.

127 The management of human resources in French multinational companies:

Challenges linked to the development on the world market Marie-Laure Grillat

This paper explores the international human resources management practices in fourteen French multinational companies. The results update the model of Heenan and Perlmutter (1979) and emphasize its relevance to analyze the recent practices of the French firms. The conclusion brings elements of reflection on their ability to meet the challenges bound to their internationalization.

145 The co-ordination of multicultural teams in multinational companies:

Actors searching for guidelines Sylvie Chevrier, Jean-Pierre Segal

How efficiently do transnational coordination structures function in large corporations nowadays? How do local participants adjust to work situations they are generally unfamiliar with? Not only do such working groups face classical power conflicts, but they are also confronted with linguistic/cultural differences that, in the case studied, seriously hinder their local efficiency and the incomers’ integration into the multinational company.

157 The control of foreign subsidiaries: An analysis of the mobility of managers according to the perceived country risk

Mahamat Abdellatif

This contribution analyses factors that may explain a high/low presence of non- local executives within the French subsidiaries abroad, and particularly the influence of perceived country risk. Our results suggest that French multinationals would send more expatriates in emerging markets and in risky countries. However, in non-risky countries such as European markets, they would send fewer expatriates and they prefer develop “commuting”.

171 Summary

Summary 173