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Rethinking Hybridity in Postcolonial Contexts: What Changes and What Persists? The Tunisian case of Poulina's managers
TLDR
In this paper, the authors highlight the importance of adopting a contextualized approach to hybridization processes that, first, takes into account the historical and cultural contexts from which hybridity emerges and, second, helps to identify the elements that change as well as those that persist when western management practices are imported into developing countries.Abstract:
Drawing on postcolonial studies of management, this article highlights the importance of adopting a contextualized approach to hybridization processes that, first, takes into account the importance of the historical and cultural contexts from which hybridity emerges and, second, helps to identify the elements that change as well as those that persist when western management practices are imported into developing countries. Using a discursive analysis, this article shows the ambivalent nature of the accounts given by managers (trained in western traditions) of the Tunisian company Poulina as they explain how they modernized their company through the implementation of a US management model. The managers' ambivalence takes on two distinct forms. First, while they seem to have internalized the rhetoric of modernization in insisting on how they used the US management model to overcome the 'dysfunctional' family-based organizational system, they simultaneously express resistance by detaching themselves from the French colonial organizational model. Second, when they describe the implementation of the US management practices and how workers resisted them, it seems that they have implicitly negotiated and reinterpreted these practices via a local cultural framework of meaning. Based on these findings, I argue that hybridity is best understood as an interweaving of two elements - the transformation of practices and cultural continuity - in which identity construction, local power dynamics and cultural frameworks of meaning jointly shape the hybridization process of management practices.read more
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Doing Critical Management Research
TL;DR: The editors of this collection declare its mission to be to ‘stimulate thinking on quality-related issues and to facilitate bringing quality into the mainstream of organisational effectiveness’, but the precise meaning of the second defeats me; in a way, this is emblematic of the volume as a whole.
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The Muqaddimah: An Introduction to History
Wm. K. Ivie,Ibn Khaldūn +1 more
TL;DR: In what case do you like reading so much? What about the type of the the muqaddimah an introduction to history book? The needs to read? Well, everybody has their own reason why should read some books.
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Is National Culture Still Relevant to Management in a Global Context
TL;DR: In this article, the authors argue that national cultures should be considered even in the global economic context, and they show that management practices are embedded in national political cultures, based on attachment to local communities and institutions, government through consensus and to conflict solving by resorting to arbitration and pragmatism.
References
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Unboxing the Black Box: Towards a Typology of Theorizing from Qualitative Single Case Studies
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French and Kreyòl in multilingual Haiti: insights on the relationship between language attitudes, language policy, and literacy from Haitian Gonâviens
TL;DR: This article examined language attitudes, educational language policy, and literacy in an underrepresented segment of Haiti's multilingual society, drawing on decolonizing theory and decolocalizing theory.
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Les transformations profondes et l’avenir des organisations : l’exemple de la Tunisie
Salma Damak-Ayadi,Wafa Khlif +1 more
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Le langage dans les filiales entre système de légitimation sociale et levier de pouvoir : une analyse Bourdieusienne
Rym Hachana,Ibticem Ben Zammel +1 more
TL;DR: In this article, the authors analyse the appropriation of a langage legitime in the context of a maison-mere and demontre that l’appropriation s’est faite differemment selon le rang hierarchique occupe par les acteurs du champ.