Philippe D’iribarne

Biographic Data

ID276998
NAMEPhilippe D’iribarne
GIVEN NAMESPhilippe
FAMILY NAMED’iribarne
SIGNATURED’IRIBARNE P
AFFILIATIONSCentre National de la Recherche Scientifique
VERIFIEDNo
TOTAL WORKS50
TOTAL CITATIONS59
AUTHOR COUNT50
EDITOR COUNT0
FIRST PUBLICATION YEAR1980
LATEST PUBLICATION YEAR2025
H-INDEX5

  • L'Église catholique face à la postmodernité

    Philippe D’iribarneARTICLECommentaire2025

  • Les Français sont à la fois dociles et frondeurs

    Philippe D’iribarne, Cécile PeltierARTICLESciences Humaines2023

  • Les causes profondes de l'épuisement de la gauche

    Philippe D’iribarneARTICLECommentaire2022

  • Un projet de loi

    Philippe D’iribarneARTICLECommentaire2021

  • Corporate Communication

    Philippe D’iribarne, Sylvie Chevrier et al.CHAPTERCross-Cultural Management Revisited2020

    Establishing a worldwide corporate identity is a priority for most organizations nowadays. To do so, they generally include in their corporate websites ELF self-presentations that were either initially written in the companies’ home language for their home audiences and simply translated into ELF, or written in ELF with an international audience in mind. However, can these self-profiles achieve their trust-building objective with audiences that a…

  • A Company Odyssey in the South

    Philippe D’iribarne, Sylvie Chevrier et al.CHAPTERCross-Cultural Management Revisited2020

    This chapter recounts the successive reforms experienced over almost thirty years by the Cameroon Electricity Corporation. Its history is emblematic of the issues facing companies in emerging countries. First of all, it illustrates the remarkable permanence, over the long term, of a set of Cameroonian cultural traits. However, these national culture specificities have only been addressed episodically during successive modernizations. The first pa…

  • The Cultural Roots of American Management

    Philippe D’iribarne, Sylvie Chevrier et al.CHAPTERCross-Cultural Management Revisited2020

    Management by Objectives, formalized by Peter Drucker in the middle of the twentieth century, has since been maintained as an essential reference in the United States and as the core of ‘American-style’ management. Despite the tremendous economic, technological and societal transformations that have taken place in recent decades, it remains the main tool used by managers to delegate and control team members’ work. The persistence of MBO is demons…

  • Copyright Page

    Philippe D’iribarne, Sylvie Chevrier et al.OTHERCross-Cultural Management Revisited2020

  • American Management Put to the Test

    Philippe D’iribarne, Sylvie Chevrier et al.CHAPTERCross-Cultural Management Revisited2020

    What happens when the concept of management by objectives (MBO) is introduced into organizations in which employees conceive labour relations differently from their American counterparts? Three case studies, respectively located in Tunisia, France, and Vietnam illustrate the diversity of the interpretations, from one country to another, of each of the key concepts of MBO: what does an objective mean? How are achievements to be measured? How are p…

  • Interpersonal Communication

    Philippe D’iribarne, Sylvie Chevrier et al.CHAPTERCross-Cultural Management Revisited2020

    In today’s linguistically-diverse business world, communication using English as a lingua franca (ELF)—the most frequently chosen common corporate language (CCL)—often overlooks intercultural difficulties. ELF words are generally perceived as conveying a unique meaning to all when, in fact, the sense that speakers make out of them draws on what is most easily accessible in their own minds—that is, their specific universe of meaning. This, along w…

  • Efficient Multicultural Teams

    Philippe D’iribarne, Sylvie Chevrier et al.CHAPTERCross-Cultural Management Revisited2020

    The quick training of expatriates prior to departure meant to raise their awareness of cultural habits is insufficient to increase the efficiency of multicultural teams. Such improvement requires helping each team member to decipher the main cultural references of their counterparts and to organize themselves in a way that is acceptable in all of their universes of meaning. This chapter provides an example of such cross-cultural coaching for a Fr…

  • Decision-making

    Philippe D’iribarne, Sylvie Chevrier et al.CHAPTERCross-Cultural Management Revisited2020

    Making decisions involves many risks such as ignoring relevant points of view; angering those who are frustrated, inducing them, once the decision has been made, to hinder its implementation. One way to limit these risks is to frame decisions with rituals. However, for a ritual to work, it must appear respectable; and this relies on an eminently cultural interpretation. To understand what is at stake, two aspects of the decision-making process ar…

  • Intercultural Team Challenges

    Philippe D’iribarne, Sylvie Chevrier et al.CHAPTERCross-Cultural Management Revisited2020

    Working in multicultural teams can be a challenge since members do not share the same cultural references. How can they reach an agreement when decision-making does not mean the same things to participants? How can expatriates empower local staff when managers and employees do not have the same empowerment prerequisites in mind? A Franco-Swedish and a Franco-Malagasy case illustrate these misunderstandings, which are emblematic of the mispercepti…

  • Leadership

    Philippe D’iribarne, Sylvie Chevrier et al.CHAPTERCross-Cultural Management Revisited2020

    It is generally admitted that, in different national contexts, employees expect different behaviours from their managers. This chapter goes further and highlights the diverse culturally rooted conceptions of ‘virtuous authority’ which meets employees’ expectations. It draws upon a comparison between the recommendations on how to develop their leadership addressed to future managers in the United States, Germany, and France. These prescriptions, t…

  • Conclusion

    Philippe D’iribarne, Sylvie Chevrier et al.CHAPTERCross-Cultural Management Revisited2020

    Management sciences have long ignored the cultural embedding of organizations. They consider that economic globalization brings a powerful dynamic of standardization that marginalizes cultural differences in the business world. Sometimes, these differences are seen as being reduced to habits and customs that affect the life of firms or international organizations only on minor points such as respecting punctuality in appointments or expressing st…

  • Transferring Management Practices

    Philippe D’iribarne, Sylvie Chevrier et al.CHAPTERCross-Cultural Management Revisited2020

    Transferring ‘good practices’ and management ‘tools’ is a recurring challenge for companies working internationally, particularly in emerging and developing countries. As regards management tools, distinguishing what is part of universal rationality from what should be adapted to the local universe of meaning is particularly tricky. This chapter discusses two cases of Total Quality implementations which highlight the key influence of cultural con…

  • Ethics and Corporate Social Responsibility

    Philippe D’iribarne, Sylvie Chevrier et al.CHAPTERCross-Cultural Management Revisited2020

    The variety of values and customs strongly affects the behaviours considered to be morally acceptable, the motivations to behave ethically, and the types of control that a company can legitimately exercise over its employees. This chapter displays the benchmarks within which ethical approaches make sense in different cultures, both for company employees and for external stakeholders. First, the cultural embeddedness of social responsibility issue…

  • Theorizing National Cultures

    Philippe D’iribarne, Sylvie Chevrier et al.CHAPTERCross-Cultural Management Revisited2020

    In the field of management, two main strands are currently concerned with cultures: one, originating from social psychology, uses attitude scales to characterize national cultures; the other, sociological and anthropological, considers only small groups. This literature did not provide a theory that would serve to interpret satisfactorily what we were observing. We identified two layers in a culture. A first layer corresponds to the existence of …

  • Industrial Relations

    Philippe D’iribarne, Sylvie Chevrier et al.CHAPTERCross-Cultural Management Revisited2020

    The institutional mechanisms that regulate labour relations will be all the more effective that they make sense within the cultural universes of meaning of the negotiating partners. This close linkage is illustrated by two contrasting situations. The first, which stands as a counterexample, takes place in a French territory of the South Pacific where transferred institutions induce deep misunderstandings between managers from metropolitan France …

  • Customer Relations

    Philippe D’iribarne, Sylvie Chevrier et al.CHAPTERCross-Cultural Management Revisited2020

    Everywhere customer satisfaction is crucial to business success. As a result, cross-cultural marketing has extensively studied the specific cultural expectations of customers regarding products and services. It has also investigated the influence of cultures on negotiation processes, especially in business-to-business transactions. However, the literature has overshadowed that what customer relations mean and how they are maintained vary across c…

  • Procedures and Control

    Philippe D’iribarne, Sylvie Chevrier et al.CHAPTERCross-Cultural Management Revisited2020

    The content of expected procedures, their precision, the more or less strict compliance requested, and the way their implementation is audited, depend on cultural contexts. The first part of the chapter depicts a Cameroonian company in which the expectations for detailed procedures manuals to be applied literally are high. Such a use of procedures can be explained by the need to ward off the underlying fear that personal relationships outweigh th…

  • Guidelines for Deciphering Cultures

    Philippe D’iribarne, Sylvie Chevrier et al.CHAPTERCross-Cultural Management Revisited2020

    In order to go beyond an oversimplified—even erroneous—interpretation of intercultural situations, the approach developed in this book offers a new avenue to uncover the cultural logics underpinning social intercourse. This chapter expounds on the methodological aspects of our comparative and interpretative approach. It provides readers with practical guidelines to apply this method to new management situations and/or cultural areas. Firstly, it …

  • Cross-Cultural Management Revisited

    Philippe D’iribarne, Philippe D'Iribarne et al.BOOKCross-Cultural Management Revisited2020Cited by: 11References: 20

    The cross-cultural management literature is still dominated by the quantitative approach to cultures which made the research field popular in the early 1980’s. While the hegemony of this approach was being consolidated, a French research group, Gestion & Société, led by Philippe d’Iribarne, was conducting alternative research. Over the past thirty years, the team has carried out investigations in over fifty countries, collecting data from a large…

  • La religion de l'Autre

    Philippe D’iribarne, Philippe D''Iribarne et al.ARTICLELe Débat2020

  • Conceptions of labor and national cultures

    Open AccessPhilippe D’iribarneARTICLEAmerican Journal of Cultural…2019Cited by: 1References: 12