Facilitating intercultural negotiated practices in joint ventures: The case of a French–German railway organization

When the ‘well-oiled machine’ meets the ‘pyramid of people:’ Role perceptions and hybrid working practices of middle managers in a binational organization – ARTE

“…If cultural differences are not perceived and understood, it is not possible to combine them constructively and synergistically. This is in line with some recent research propositions concerning negotiated meanings (Primecz et al, 2011) and complementary and positive effects of culture in CCM research (Barmeyer and Davoine, 2019; Barmeyer and Franklin, 2016; Stahl et al, 2017) and the relationship between CCM research and positive organizational scholarship (Cameron, 2017).…”

“…Such changes of role expectations, perceptions and enactments have also been described by Delmestri (2006) in Italian subsidiaries of Anglo-Saxon multinational companies. With our case study, we aimed to bring empirical evidence of intercultural adaptation and learning in organizations, based on the unlimited ability of actors to negotiate and create an organizational culture, rarely demonstrated empirically in the research literature (Barmeyer and Davoine, 2019; Bartel-Radic, 2013).…”

“…Our study analyses an original case where cultural adaptations have been socially negotiated (Barmeyer and Davoine, 2019; Brannen and Salk, 2000) through socialization and interaction processes in a relative symmetric binational power context. An important facilitating factor, which can be found in other organizations like UNESCO or any other non-profit organizations dedicated to foster cultural exchanges between different countries, is the vision and mission statement: ARTE has an overriding mission for international understanding, which is laid down in the channel’s founding treaty (Barmeyer and Davoine, 2014).…”

“…Thus, not only static (national) cultures shape the logics, roles and work practices of actors (Søderberg and Holden, 2002), but rather new dynamic forms of cooperation and working cultures increasingly emerge in a range of contexts – including multicultural organizations – grounded in hybrid meanings and practices that are ‘negotiated’ between (cultural) groups (Clausen, 2007). The negotiated culture approach acknowledges the significance of national cultural origins, but recognizes that these are modified through ongoing interactions (Barmeyer and Davoine, 2019; Brannen, 1998). ‘Culture’ has a life of its own, historically replete with dynamic evolutions and therefore full of contradictions.…”

The Effects of Psychic Distance and Inter-Partner Fit on the Performance of International Joint Ventures

“…Therefore, companies should strive to make strategic alliances, thereby sharing their competencies to succeed in the new normal world (Davis, 2009;Li & Wang, 2019). Different forms of alliances can be formed; however, research has empirically found that the most extensively used alliance by organisations over the past decade is the international joint ventures (IJVs) (Barmeyer & Davoine, 2019). In the new, the normal business landscape, organisations seeking to achieve high growth rate will prefer emerging economies for making IJVs (Ahsan & Fernhaber, 2019).…”