A Cross-National Investigation of Incentive Sales Compensation

M. SEGALLA, D. ROUZIES, M. Besson, B. Weitz

International Journal of Research in Marketing

décembre 2006, vol. 23, n°4, pp.419-433

Départements : Management et Ressources Humaines, GREGHEC (CNRS), Marketing

Why do managers choose one sales compensation form rather than another? Theoretical answers typically focus on the type of plans managers should design, not on the factors that managers actually consider. Managers from various national origins pursue and weigh objectives through experience in a way that theoretical models may not capture. Incorporating conceptualizations from a wide range of disciplines, we specify a model examining the influence of cultural factors on sales compensation decisions of managers (incentive vs. fixed pay and parity vs. equity allocation). The model, tested with data collected from bank managers across six European countries, illustrates the importance of considering national culture when designing sales force compensation policies applied across multiple countries. We also find evidence that most European bank managers accept incentive pay to motivate salespeople but, perhaps paradoxically, overwhelmingly reject equity allocations to achieve control and parity. We discuss the implications of our findings for research on international governance systems and the diffusion of sales force management practices Keywords: Distributive justice; Compensation; Performance pay; Sales force management; National culture

Adoption and appropriation: towards a new theoretical framework. An exploratory research on mobile technologies in French companies

H. Isaac, C.-H. BESSEYRE DES HORTS, A. Leclercq

Systèmes d'Information et Management

2006, vol. 11, n°2

Départements : Management et Ressources Humaines, GREGHEC (CNRS)

L'objectif de cette recherche est de proposer un modèle alternatif qui dépasse les approches classiques de l'adoption et de l'appropriation. En effet, les approches théoriques de l'appropriation ignorent souvent la question de l'adoption des technologies par les individus. Or, les technologies mobiles sont utilisées dans la sphère privée et les individus possèdent souvent une expérience antérieure à leur utilisation dans le cadre professionnel. Par conséquent l'analyse de l'adoption et de l'appropriation au sein des organisations devrait intégrer l'analyse de l'adoption au niveau individuel. Cette recherche tente d'identifier dans une perspective exploratoire, au travers de 76 entretiens semi-directifs centrés auprès de managers dans huit entreprises françaises. L'analyse empirique met en évidence une influence certaine des logiques d'adoption individuelles sur les différentes formes d'appropriation organisationnelle. Un modèle théorique combinant l'adoption et l'appropriation est proposé en conclusion. MOTS CLEAdoption, Appropriation, Technologies mobiles, Téléphone mobile, Ordinateur portable.

Are members of low status groups perceived as bad, or badly off? Egalitarian negative associations and automatic prejudice

E. L. UHLMANN, V. Brescoll, E. Paluck

Journal of Experimental Social Psychology

juillet 2006, vol. 42, n°4, pp.491-499

Départements : Management et Ressources Humaines

Three studies explored the hypothesis that implicit measures of prejudice can tap negative, yet egalitarian associations. In Study 1, automatically associating African Americans with oppression predicted greater automatic prejudice. In Studies 2 and 3, classically conditioning associations between the novel group Noffians and words like oppressed, maltreated, and victimized led to greater automatic prejudice against Noffians. Results suggest that White Americans' negative automatic associations with African Americans may partly result from associating members of low status groups with unfair circumstances. Because automatic associations predict prejudiced behaviors, the burden of proof is on those wishing to argue that egalitarian negative associations complicate the assessment of automatic attitudes rather than contribute to prejudiced responses. Discussion focuses on the implications of egalitarian negative associations for the theory and measurement of automatic prejudice.

Bringing out charisma: CEO charisma and external stakeholders

V. Misangyi, A. FANELLI

Academy of Management Review

octobre 2006, vol. 31, n°4, pp.1049-1061

Départements : Management et Ressources Humaines

We present a theory detailing the processes through which CEO charisma affects outside organizational participants. In order to reach this aim, the model extends the range of current theory beyond internal organizational members, linking charismatic CEOs to those outsiders key to organizational effectiveness: institutional intermediaries and external stakeholders. Several implications suggested by this framework are discussed to facilitate future research in this area*CAPITALISTS & financiers*CHIEF executive officers*INDUSTRIAL efficiency*ORGANIZATION*ORGANIZATIONAL effectiveness*ORGANIZATIONAL sociology*STAKEHOLDERSFORECASTING -- Study & teaching

Capabilities as Marketable Assets: a proposal for a functional categorization

K. Blois, R. RAMIREZ

Industrial Marketing Management

novembre 2006, vol. 35, n°8, pp.1027-1031

Départements : Management et Ressources Humaines

Mots clés : Capabilities, Assets, Value creation

While it is through creating and marketing products that firms achieve success, there are also significant opportunities for them to create value by exploiting the capabilities they utilize in creating products. However, seeing capabilities in this light demands new ways of thinking about product markets and marketing policies

Defeating the Minotaur: the Construction of CEO Charisma on the US Stock Market

N. Grasselli, A. FANELLI

Organization Studies

juin 2006, vol. 27, n°6

Départements : Management et Ressources Humaines

This paper illustrates the construction of CEO charisma within the US stock market. By metaphorically employing the myth of the Minotaur, we discuss three forces underlying the rise of heroic CEO images in the US: Ariadne, or Charismatic Leadership Theory and its formulation of charisma, Theseus, or the CEOs struggling to obtain power over stock market actors, and the Minotaur, or the stock market itself and the securities analyst profession. Building on the literature on organizational symbolism, we present a qualitative study of two CEO successions, focusing on the form and content of the persona and the vision projected by CEOs and elaborated by securities analysts. The results suggest that jointly constructing charisma through discourse, CEOs and analysts enact a form of power that does not lie in top-down coercion, but rather on the emergent, active, involvement and contribution of its very subjects

Harold Bridger, militant transitionnel


Nouvelle Revue de Psychosociologie

mai 2006, n°1, pp.203-207

Départements : Management et Ressources Humaines

Japanese Organizational Behavior in Nordic Subsidiaries: A Nordic Expatriate Perspective


Employee Relations

2006, vol. 28, n°2, pp.103-118

Départements : Management et Ressources Humaines

Purpose ' This paper seeks to fill the research gap created by predominately Anglo-Saxonlarge-scale surveys and comparative studies by providing insights of Japanese organizationalbehavior through the eyes of Nordic (Finland, Denmark, Norway, and Sweden) expatriates.Design/methodology/approach ' The empirical material of this paper is based on 30semi-structured interviews collected in Japan in 2002 and 2004.Findings ' The interviews indicate that verticality and collectivism have a prominent influence onJapanese organizational behavior. The prominent theme of verticality deviates from severalAnglo-Saxon studies focusing on collectivism.Research limitations/implications ' Similarity between interviewer and interviewees in terms ofgender, nationality, and race could influence research findings. Future studies should incorporate bothqualitative and quantitative methodologies.Practical implications ' Interviews show that it is important for expatriate managers to createsynergic relations with local middle managers who are strategically located between the higher andlower organizational echelons.Originality/value ' This is the first paper to provide an empirical account of Japaneseorganizational behavior from the Nordic perspective. Due to the distinctive features of Nordicmanagement, the studies conducted by Anglo-Saxon researchers might not provide accurate insightsfor Nordic expatriates.Keywords Cross-cultural management, Japan,National cultures, Organizational behaviour, Expatriates

Knowledge Governance in a Japanese Project-Based Company


Knowledge Management Research & Practice

2006, vol. 4, n°1, pp.36-45

Départements : Management et Ressources Humaines

Knowledge Sharing in a Cross-Cultural Context: Nordic Expatriates in Japan


Knowledge Management Research & Practice

2006, vol. 4, n°2, pp.138-148

Départements : Management et Ressources Humaines