Articles scientifiques

A spiral process model of technological innovation in a developing country: The case of Samsung

K. Park, M. Ali, F. CHEVALIER

African Journal of Business Management

juillet 2011, vol. 5, n°13, pp.5162-5178

Départements : Management et Ressources Humaines


This article presents a spiral process model of indigenous technological innovation capabilities (ITICs) that shows how firms in a developing country initiate, imitate, improve and make innovative technologies. Any technological innovation passes through four stages: (1) technological innovation (TI), (2) transfer of technology (imitation), (3) adaptive technological innovation (improvement), and finally (4) indigenous technological innovation (local innovation). This paper reviews models and frameworks related to technological innovation capabilities (TICs) which are proposed in the context of developing countries. It then analyzes the Late-Starter, Samsung Electronics as a case in point to illustrate how Korean firms have built their ITICs. The model shows four developmental stages at Samsung Electronics as: (a) Entrance of foreign companies into the Korean market and their refusal to transfer their technologies to Samsung initiating its ITICs, (b) Samsung started TICs by means of reversing the engineering of imported foreign technologies and transfer of technology, (c) it improved TI by means of adaptive technological innovation strategy and finally (4) the capability to establish their own ITICs, to become one of the leading companies in the world which challenges firms from advanced countries in the global market. The paper also highlights the developmental changes in the semiconductor (DRAM technology) of Korea. Keeping past experiences in consideration, we conclude that this model provides useful implications for newly industrializing countries (NICs) following the same pattern of technological development.Author Keywords: Indigenous technology innovation capabilities; innovation in developing countries; spiral process model of technological innovation; Samsung Electronics KoreaKeyWords Plus: CATCHING-UP; PERSPECTIVE

Cultural distance and expatriate job satisfaction

F. Froese, V. PELTOKORPI

International Journal of Intercultural Relations

janvier 2011, vol. 35, n°1, pp.49-60

Départements : Management et Ressources Humaines


Despite its strong impact in domestic settings on job performance, organizational commitment, stress, and turnover intentions, job satisfaction has received little attention in the literature on expatriates. This paper analyzes the predictors of job satisfaction that may arise in an expatriate context. Drawing on the cultural distance perspective, we propose that the national cultural distance, supervisor''s nationality, host-country language proficiency, expatriate type, and company nationality are important determinants of expatriate job satisfaction. Survey results from 148 expatriates in Japan demonstrate that national cultural distance, supervisor''s nationality, and expatriate type have a statistically significant influence on expatriate job satisfaction. Theoretical and practical implications are provided.CROSS-cultural differencesFOREIGN workersJOB satisfactionORGANIZATIONAL commitmentLANGUAGE & cultureNATIVE languageLANGUAGES in contactLANGUAGES, Modern

Implicit Puritanism in American moral cognition

E. L. UHLMANN, T. Poehlman, D. Tannenbaum, J. Bargh

Journal of Experimental Social Psychology

mars 2011, vol. 47, n°2, pp.312-320

Départements : Management et Ressources Humaines

Mots clés : Moral intuitions, American culture, Puritanism, Protestantism, Implicit


Three studies provide evidence that the judgments and behaviors of contemporary Americans are implicitly influenced by traditional Puritan-Protestant values regarding work and sex. American participants were less likely to display traditional values regarding sexuality when implicitly primed to deliberate, as opposed to intuition and neutral primes. British participants made judgments reflecting comparatively liberal sexual values regardless of prime condition (Study 1). Implicitly priming words related to divine salvation led Americans, but not Canadians, to work harder on an assigned task (Study 2). Moreover, work and sex values appear linked in an overarching American ethos. Asian-Americans responded to an implicit work prime by rejecting revealing clothing and sexually charged dancing, but only when their American cultural identity was first made salient (Study 3). These effects were observed not only among devout American Protestants, but also non-Protestant and less religious Americans.Keywords: Moral intuitions; American culture; Puritanism; Protestantism; Implicit

Infusing creativity into crisis management: An essential approach today

A. SOMMER, C. Pearson

Organizational Dynamics

janvier-mars 2011, vol. 40, n°1, pp.27-33

Départements : Management et Ressources Humaines, GREGHEC (CNRS)


Changes in today's work environment are raising the bar when it comes to crisis management. To capture the nature of potential threats that seem to redefine the “unthinkable,” from pandemics to hijackings to insider trading, we use very recent examples to remind readers of the essence and value of organizational crisis management. With an eye on the global, information-rich, instantaneous visibility surrounding organizations today, we promote the need for creative thinking in crisis detection, planning and response. Based on our own experimental research findings, we conclude with five practical tips for boosting creativity in your own organization's crisis management approaches.

Internal consultants: why clients use them and for what benefits ?

F. Grima, G. TREPO

European Management Review

avril 2011, vol. 29, n°2, pp.144-154

Départements : Management et Ressources Humaines

Mots clés : Internal consulting, Client-consultant relationship, Critical success factors, Management consulting


accepté le 5 janvier 2011This study explores the dynamic of the client-consultant relationship as perceived by the former. Our research is based on four French case studies. It was possible to examine clients' and consultants' perceptions, as well as those of neutral parties such as senior

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Management et Ressources Humaines

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