TY - JOUR
T1 - The effect of improvisation in turbulent times on IHR strategy
T2 - A case study of French MNEs in Tunisia
AU - Yahiaoui, Dorra
AU - Chebbi, Hela
AU - Beddi, Hanane
AU - Thrassou, Alkis
N1 - Publisher Copyright:
© 2021 European Academy of Management
PY - 2021
Y1 - 2021
N2 - 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.
AB - 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.
KW - emerging market
KW - headquarters-subsidiaries relationships
KW - international human resource strategy
KW - political turbulence
KW - strategic improvisation
KW - Tunisian revolution
UR - http://www.scopus.com/inward/record.url?scp=85118490514&partnerID=8YFLogxK
U2 - 10.1111/emre.12491
DO - 10.1111/emre.12491
M3 - Article
AN - SCOPUS:85118490514
SN - 1740-4754
JO - European Management Review
JF - European Management Review
ER -