Abstracts
Résumé
Cet article a pour objectif d’analyser les effets des asymétries interorganisationnelles sur la confiance dans le cadre d’alliances stratégiques entre PME et firmes multinationales (FMN). La plupart des auteurs avancent que l’existence de dissimilarités entre les partenaires d’une alliance ne favorise pas le développement de la confiance entre eux. Dans le cadre de cette contribution, les effets des asymétries sur la confiance ont été analysés à partir d’une étude qualitative de dix cas d’alliances entre PME françaises dans l’industrie aéronautique et géants du secteur. Il en ressort que malgré les asymétries, la confiance peut se développer entre les partenaires si des dispositions sont prises par ces derniers pour favoriser la coopération.
Mots-clés:
- Asymétries,
- Alliances stratégiques,
- PME,
- FMN,
- Confiance
Abstract
This article aims to analyze interorganizational asymmetries effects on trust in strategic alliances between SMEs and multinational firms. Most authors agree that dissimilarities between partners in strategic alliances do not encourage trust development between them. As part of this contribution, the effects of asymmetries on trust are analyzed from a qualitative study of ten asymmetric alliance cases of French SMEs with giant firms in the aerospace industry. We find that despite asymmetries, trust can develop between partners if arrangements are made by them to strengthen their cooperation.
Keywords:
- Asymmetries,
- Strategic alliances,
- SMEs,
- MNCs,
- Trust
Resumen
Este artículo tiene como objetivo analizar los efectos de las asimetrías de organización en la confianza, dentro del marco de alianzas estratégicas entre PyME y multinacionales. La mayoría de los autores coinciden en que la existencia de diferencias entre los socios de una alianza estratégica no fomenta el desarrollo de la confianza entre ellos. Como ejemplo de ello, se ha realizado un estudio cualitativo de diez casos de alianzas asimétricas entre PyME francesas en la industria de la aviación y multinacionales del sector. Esto indica que a pesar de las asimetrías, se puede desarrollar la confianza entre socios siempre que se establezcan unos dispositivos adecuados para favorecer la cooperación.
Palabras clave:
- Asimetrías,
- Alianzas estratégicas,
- PyME,
- CMN,
- Confianza
Appendices
Références
- Alvarez, S.A. et Barney, J.B. (2001). How entrepreneurial firms can benefit from alliances with large partners. Academy of Management Executive, 15(1), 139-148.
- Assens, C. et Cherbib, J. (2010). L’Alliance asymétrique : une stratégie durable ? La Revue des Sciences de Gestion, 243-244(3-4), 111-119.
- Aulakh, P.S., Kotabe, M. et Sahay, A. (1996). Trust and performance in cross-border marketing partnerships : a behavioral approach. Journal of International Business Studies, 27(5), 1005-1032.
- Beamish, P.W. et Jung, J.C. (2005). The performance and survival of joint ventures with of asymmetric size. Management international, 10(1), 19-30.
- Bierly III, P.E. et Gallagher, S. (2007). Explaining alliance partner selection : fit, trust and strategic expediency. Long Range Planning, 40(2), 134-153.
- Blau, P.M. (1964). Exchange and power in social life. New Brunswick, Transaction Publishers.
- Blomqvist, K. (1999). Asymmetry in partnership formation between small and large technology firms. 15th Conference on Industrial Marketing and Purchasing. University College, Dublin, Irlande.
- Brulhart, F. (2005). Expérience du partenariat, expérience du partenaire, connivence interpersonnelle : quel impact sur la réussite du partenariat vertical ? M@n@gement, 8(4), 167-191.
- Bucklin, L.P. et Sengupta, S. (1993). Organizing successful co-marketing alliances. Journal of Marketing, 57(2), 1-32.
- Cheriet, F. et Dikmen, L. (2008). Contrôle et confiance dans les alliances stratégiques asymétriques : quelles implications pour la performance et l’instabilité de la relation proposition d’un modèle intégrateur d’analyse. 17e Conférence de l’Association internationale de management stratégique. Nice, France.
- Cheriet, F. et Dikmen, L. (2014). Contrat ou Confiance ? Effets de la gouvernance sur les performances des alliances stratégiques asymétriques. La Revue des Sciences de Gestion, 2(266), 43-51.
- Cheriet, F., Roy, F.L. et Rastoin, J.-L. (2008). Les alliances stratégiques asymétriques entre multinationales et PME : le cas de Danone – Djurdjura en Algérie. Revue internationale PME, 21(1), 35-68.
- Christoffersen, J. (2013). A review of antecedents of international strategic alliance performance : synthesized evidence and new directions for core constructs. International Journal of Management Reviews, 15(1), 66-85.
- Chrysostome, E., Beamish, P., Hébert, L. et Rosson, P. (2005). Les alliances asymétriques : réflexions sur une forme complexe de coopération. Management International Review, 10(1), 1-5.
- Chtourou, W. et Laviolette, E.M. (2005). Le rôle des réseaux dans la formation des alliances asymétriques : le cas des PME essaimées. 14e Conférence de l’Association internationale de management stratégique. Angers, France, 6-9 juin.
- Costa e Silva, S., Bradley, F. et Sousa, C.M.P. (2012). Empirical test of the trust–performance link in an international alliances context. International Business Review, 21(2), 293-306.
- Cullen, J.B., Johnson, J.L. et Sakano, T. (2000). Success through commitment and trust : the soft side of strategic alliance management. Journal of World Business, 35(3), 223-240.
- Das, T.K. et Teng, B.-S. (1998). Between trust and control : developing confidence in partner cooperation in alliances. The Academy of Management Review, 23(3), 491-512.
- Das, T.K. et Teng, B.-S. (2000). A resource-based theory of strategic alliances. Journal of Management, 26(1), 31-61.
- Deitz, G.D., Tokman, M., Richey, R.G. et Morgan, R.M. (2010). Joint venture stability and cooperation : direct, indirect and contingent effects of resource complementarity and trust. Industrial Marketing Management, 39(5), 862-873.
- Delerue, H.A. et Simon, É. (2005). Confiance, contrat et degré d’asymétrie dans les relations d’alliance. Management International Review, 10(1), 51-62.
- Doz, Y.L. (1988). Technology partnerships between larger and smaller firms : some critical issues. Dans J. Farok et P. Lorange (dir.), Cooperative strategies in international business : joint ventures and technology partnerships between firms (p. 317-338). Lexington, Massachusetts, Lexington Books.
- Dussauge, P. et Garrette, B. (1995). Determinants of success in international strategic alliances : evidence from the global aerospace industry. Journal of International Business Studies, 26(3), 505-530.
- Dyer, J.H. et Chu, W. (2003). The role of trustworthiness in reducing transaction costs and improving performance : empirical evidence from the United States, Japan, and Korea. Organization Science, 14(1), 57-68.
- Dymsza, W. (1988). Successes and failures of joint ventures in developing countries : lessons from experience. Dans J. Farok et P. Lorange (dir.), Cooperative strategies in international business : joint ventures and technology partnerships between firms (p. 403-424). Lexington, Massachusetts, Lexington Books.
- Geringer, J.M. (1988). Joint venture partner selection : strategies for developed countries. New York, Quorum Books.
- Harrigan, K.R. (1985). Strategies for joint ventures. Lexington, Massachusetts, Lexington Books.
- Harrigan, K.R. (1988). Strategic alliances and partner asymmetries. Dans J. Farok et P. Lorange (dir.), Cooperative strategies in international business : joint ventures and technology partnerships between firms (p. 205-226). Lexington, Massachusetts, Lexington Books.
- Hosmer, L.T. (1995). Trust : the connecting link between organizational theory and philosophical ethics. The Academy of Management Review, 20(2), 379-403.
- Hourquet, P.-G., Masclef, O. et Métais, E. (2005). Le sacrifice dans les alliances asymétriques : le cas Nortel-Géodis. Management International Review, 10(1), 89-100.
- Inkpen, A.C. et Beamish, P.W. (1997). Knowledge, bargaining power, and the instability of international joint ventures. The Academy of Management Review, 22(1), 177-202.
- Inkpen, A.C. et Currall, S.C. (1998). The nature, antecedents, and consequences of joint venture trust. Journal of International Management, 4(1), 1-20.
- Jemison, D.B. et Sitkin, S.B. (1986). Corporate acquisitions : a process perspective. TheAcademy of Management Review, 11(1), 145-163.
- Johanson, J. et Mattsson, L.-G. (1987). Interorganizational relations in industrial systems : a network approach compared with the transaction cost approach. Working Paper, (7). Uppsala University, Department of Business Studies.
- Johnson, J.L., Cullen, J.B., Sakano, T. et Takenouchi, H. (1996). Setting the stage for trust and strategic integration in Japanese-U.S. Cooperative alliances. Journal of International Business Studies, 27(5), 981-1004.
- King, N. (1998). Template analysis. Dans G. Symon et C. Cassell (dir.), Qualitative methods and analysis in organizational research : a practical guide (p. 118-134). Thousand Oaks, Californie, Sage Publications.
- Lavie, D., Haunschild, P.R. et Khanna, P. (2012). Organizational differences, relational mechanisms, and alliance performance. Strategic Management Journal, 33(13), 1453-1479.
- Lin, W.B. (2007). Factors affecting the correlation between interactive mechanism of strategic alliance and technological knowledge transfer performance. The Journal of High Technology Management Research, 17(2), 139-155.
- Madhok, A. (1995). Opportunism and trust in joint venture relationships : an exploratory study and a model. Scandinavian Journal of Management, 11(1), 57-74.
- Meier, O. et Missonier, A. (2009). Alliance asymétrique : comment conclure un accord « gagnant-gagnant » ? Les sources de persuasion des dirigeants de PME. 18e Conférence de l’Association internationale de management stratégique. Grenoble, France.
- Miles, M.B. et Huberman, A.M. (2003). Analyse des données qualitatives. Bruxelles, De Boeck Supérieur.
- Morgan, R.M. et Hunt, S.D. (1994). The commitment-trust theory of relationship marketing. Journal of Marketing, 58(3), 1-20.
- Mouline, A. (2005). Symétrie et asymétrie des alliances dans une industrie en mutation : le cas des télécommunications. Management International Review, 10(1), 75-87.
- Nooteboom, B., Berger, H. et Noorderhaven, N.G. (1997). Effects of trust and governance on relational risk. The Academy of Management Journal, 40(2), 308-338.
- O’Dwyer, M. et O’Flynn, E. (2005). MNC-SME strategic alliances – A model framing knowledge value as the primary predictor of governance modal choice. Journal of International Management, 11(3), 397-416.
- Pérez, L., Florin, J. et Whitelock, J. (2012). Dancing with elephants : the challenges of managing asymmetric technology alliances. The Journal of High Technology Management Research, 23(2), 142-154.
- Ring, P.S. et Van de Ven, A.H. (1994). Developmental processes of cooperative interorganizational relationship. Academy of Management Review, 19(1), 90-118.
- Rousseau, D.M., Sitkin, S.B., Burt, R.S. et Camerer, C. (1998). Not so different after all : a cross discipline view of trust. Academy of Management Review, 23(3), 393-404.
- Sako, M. (1997). Does trust improve business performance ? Dans C. Lane et R. Backmann (dir.), Trust within and between organizations (p. 88-117). Oxford, Oxford University Press.
- Sarkar, M., Echambadi, R., Cavusgil, S. et Aulakh, P. (2001). The influence of complementarity, compatibility, and relationship capital on alliance performance. Journal of the Academy of Marketing Science, 29(4), 358-373.
- Sawers, J.L., Pretorius, M.W. et Oerlemans, L.A.G. (2008). Safeguarding SMEs dynamic capabilities in technology innovative SME-large company partnerships in South Africa. Technovation, 28(4), 171-182.
- Seppänen, R., Blomqvist, K. et Sundqvist, S. (2007). Measuring inter-organizational trust – A critical review of the empirical research in 1990-2003. Industrial Marketing Management, 36(2), 249‐265.
- Symon, G. et Cassel, C. (1998). Qualitative methods and analysis in organizational research. Newbury Park, Californie, Sage Publications.
- Tinlot, G. et Mothe, C. (2005). Alliance asymétrique et pouvoir de négociation des partenaires : une relecture de l’alliance Matra-Renault. Management International, 10(1), 31-49.
- Veugelers, R. et Kesteloot, K. (1996). Bargained shares in joint ventures among asymmetric part-ners : is the matthew effect catalyzing ? Journal of Economics, 64(1), 23-51.
- Yeheskel, O., Zeira, Y., Shenkar, O. et Newburry, W. (2001). Parent company dissimilarity and equity international joint venture effectiveness. Journal of International Management, 7(2), 81-104.
- Yin, R. (1984). Case study research. Beverly Hills, Californie, Sage Publications.
- Zaheer, A., McEvily, B. et Perrone, V. (1998). Does trust matter ? Exploring the effects of interorganizational and interpersonal trust on performance. Organization Science, 9(2), 141-159.
10.7202/038002ar