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HUMAN RESOURCE MANAGEMENT INTEGRATION AND
INDUSTRIAL COLLABORATIVE RELATIONS: THE CASE OF
MOROCCAN SUBCONTRACTORS AND FRENCH PRINCIPALS1 .
Michel Kalika Professor of Management
Véronique Guilloux Associate Professor of Management
Florence Laval Associate Professor of Management
IAE University of Poitiers ( CERMO), France
ABSTRACT
The purpose of this article is to analyse the developmental process of co-operative inter-
organizational relationships that entails transactions between French firms and Moroccan
subcontractors. The examined industries are : chemical, textile, agrobusiness, mechanic
engineering, metallurgical and electronics. The model is hypothetico-deductive based on a
conceptual framework developed by Ring, Van de Ven and Hakansson. The methodology
is based on an exploratory research approach (bibliographical research, pre-testing,
knowledge of Moroccan context; qualitative research with a longitudinal study unfolding
during three years (1997-1999); quantitative study with descriptive goals: classification,
typology (statistics on SPSS); quantitative study with explanatory goals, causality model
(statistics with Lisrel, PLS).
1 British Academy of management - London Business School, septembre 1997.
HUMAN RESOURCE MANAGEMENT INTEGRATION AND
INDUSTRIAL COLLABORATIVE RELATIONS: THE CASE OF
MAROCCAN SUBCONTRACTORS AND FRENCH OEMs .
This paper analyses the developmental process of co-operative inter-organizational
relationships that entails transactions between French firms and Moroccan subcontractors.
The examined industries are chemical, textile, agribusiness, mechanical engineering,
metallurgical and electronics (M.M.E.I.). The model is based on an hypothetical deductive
mode. The assumptions are based on the conceptual framework of Ring & Van de Ven.
The dynamic aspect is relevant considering the Government impulse to get the Moroccan
entrepreneurs improve their management in order to be ready for the free trade area in
2010.The three relevant variables of the model are Human resource management, inter-
organizational relationships, organizational integration.
The problem to be studied is: how Human resource is integrated in a Moroccan Firm
which is subcontractor of a French firm and how human resource management (HRM)
evolves under this relationship.
We will follow the traditional approach of an academic research (upstream phase
(information research) and downstream phase (data processing).The different parts of our
article are as follows:
I)-Interest of the subject and theoretical foundations
II)-Methodology, models, objectives and hypotheses,
III)-Empirical Study.
I)-INTEREST OF THE RESEARCH AND THEORETICAL FRAMEWORK
This first part corresponds to the conceptual phases. We formulate the research purposes
and interest, and elaborate on the theoretical framework.
I.1)-Interest of the subject
Our research is based on an "Integrated Action" led by the ministry for foreign
Affairs and IAE Poitiers/University Cadi Ayyad Marrakech. This research has received a
government subsidy for four years (1996,1997,1998, 1999).
For the exploratory survey, in-depth several interviews were carried out in France
(Yves Rocher, Sodedac Peugeot-Citroën) and in Morocco (Confection, Soabimex,
Tenmar, Coopérative Laitière "Le bon Lait ”) The Research objectives are associated with
an exploratory research (bibliographical research, pre-testing, knowledge of Moroccan
specificities context; a Qualitative research with a longitudinal study (Menara Confection
at Marrakech) unfolding for a period of three years (1997-1999); a Quantitative study
with descriptive goals: classification, typology (statistics on SPSS); a Quantitative study
with explanatory goals, causality model (statistics with Lisrel, PLS , see Hulland, Chow,
Lam 1996). The different approaches are static (for example description of the business
policy in 1996), systemic (meta-model including French principals and Moroccan
subcontractors), dynamic (process (linking) and time passing (length) ).
An exhaustive bibliographical review has been undertaken covering several topics :
industrial buying, Business to Business (Ring&Van de Ven, Cova, Häkansson,
Goujet&Bansard&Salle, Turnbull&Valla, Blois et al) International strategy
(Bartlett&Ghoshal ), Dynamic interrelations , the specificities of small and medium sized
firms specificities (Marchesnay, Julien, Calori&Very&Arrègle, Garand&Fabi, Toulouse),
Human Resource Management (HMR) (Besseyre des Horts, Crozet &Martory, Gazier,
Louart, Mahé de Boislandelle), organization and structure (Mintzberg, Kalika),
intercultural management (Allix-Desfautaux&Auregan 1996), the specificities of the
Moroccan environment (membership in the World Trade (2010), geopolitical raisons,
impact of strategic orientations of the European Union, Moroccan social law, counterpart
agreement, law contract).
I2)-Theoretical framework
The theoretical framework is based on different research models (Dzever) : a)-
Interorganizational relationships, b)-Human Resource Management (Social MIX, Strategic
Human Resource Management), c)-Organizational theory.
The three parts correspond to the concept of “ triangulation methodology ”
proposed by Denzin (1989). They are also in line of the research orientation of the
authors : Michel Kalika is a specialist of Organisational behaviour, Florence Laval of
human resource management (HRM) and Véronique Guilloux of Interorganizational
relationships.
I21)-Interorganizational relationships
Studies of interorganizational relationships are linked in the literature to 1)-Network
analysis 2)-Buyer-seller relationship, 3)-Interaction process.
I211)-Network:
Most researchers recognise the different levels of analysis in interorganizational
relationships listed by Whetton (1982), which belong both to a descriptive dimension
((meso,macro and micro-analysis), and a dynamic dimension (the context of an
interorganizational network, the characteristics of the interpersonal relationships and
linkages). We can analyse as well the different levels in the network (first line, second
line...) and the notions of authority, power...
I212)-Buyer-seller relationships
Dwyer and Schurr (1987) suggest that relational exchanges evolve through five
stages, each of which represents a major transition in how the parties involved and
perceived each other. The five stages are: awareness, exploration, expansion commitment
and dissolution.
Stages over Time
Inter-Relations
Awareness Exploration Expansion
Economic watch
Evaluation of the obligations, benefits and burdens Little investment looking for norms
More risk investment trust Greater stability
Commitment stage Dissolution stage
-Inputs, durability, consistency -Certainty -Reduction in bargaining -Efficiency -Confidence
I213)-Interaction process
Ring and Van de Ven provide a temporal explanation for the emergence evolution
and dissolution of cooperative IOR (interorganizational relations). They view the
development and evolution of a cooperative IOR as consisting of a repetitive sequence of
negotiation, commitment and execution stages (each of which is assessed in terms of
efficiency and equity). In the negotiations stage, the parties develop joint expectations
about their motivations, possible investments and perceived uncertainties of a business
deal which is explored to undertake jointly. In the commitments stage, the wills of the
parties meet, when they reach an agreement on the obligations and rules for future action
in the relationship. In the executions stage, the commitments and rules of action are carried
into effect.
The IMP Project group (International Marketing and Purchasing of industrial Goods
Project) and the interactive approach (Hakansson 1982; Turnball & Valla 1986) cover the
process, the participants, the environment and the atmosphere. The process includes the
episodes (product exchange, information exchange, financial exchange, social exchange,
relationships, contact, patterns, adaptations). The participants in the interaction process are
the technologies, the structure, the size, the strategy as well as the personalities of the
individuals involved. The environment under which the interactions takes place are : the
market structure, degree of internationalism and relative size, there is the social system
which includes issues like nationalism. The atmosphere affecting and being affected by
interaction is tied with the economic and the control dimensions.
COMMITMENTS for future action through
formal legal contract psychological contract
NEGOCIATION of joint expectations risk & trust
through formal bargaining
informal sense making
ASSESSMENTS
based on: efficiency
equity
EXECUTIONS of commitments through
rôle interactions personal interactions
I22)-Human resource management
Our model integrates the concepts like Social mix (human resource management MIX) and
Strategic Human Resource Management
I221)-Social mix
Mahé de Boislandelle (1994) describes social MIX with different political axis
(Employment, Remuneration, Valuing, Participation) leading to effects (direct results and
social atmosphere, social image, technical/economic performances). The next diagram
shows a general architecture of an integrated system of human resource.
Employment
Remuneration
Valuing
Participation
Employment
Remuneration
Valuing
Participation
Social atmosphere and behaviours
Social image of the maroccan firm
Political axis Effects
Adapted from M. De Boislandelle "Gestion des Ressources humaines en PME" 1988 P143
Assessment InterpretationAction Adaptatio
General architecture of an integrated system of human ressources
Choice of an array of indicators (social balance-sheet)
Objectives Comparison to results
Regulation Actions on the social MIX
Technical economic performances
Di rect Resul t s
Choice Result Measure Diagnostic Prescription, Implementation
Environment constraints
Personal profile of the manager (*)
Environment constraints
HUMAN RESOURCE MANAGEMENT
INFLUENCE
(*) The personal profile of the Moroccan manager can be visualized with the
Marchesnay’s classification or with the Greimas semiotic square.
Marchesnay's PIC-CAP classification (perpetuity, independence of capital, growth
)- (growth (in French croissance), autonomy of decision, continuity (in french pérénité)
allows us to better grasp the archetypes of firms managers.
The managers aspirations based on "PIC" are associated with a logic of action
essentially patrimonial (the firm must contribute to develop the value of properties
detained by the individual and/or his family). The priority is given to perpetuity of the
concern (transmission is a crucial problem) and to financial independence (refusal of
foreign associates, banking indebtedness). The PIC flourishes in stable activities.
The "CAP" attaches importance to a logic of action founded more on valorisation
rather than on capital amassing. The main objective is to develop the firm (new products
& new markets) with profitability; The CAP thrives in turbulent environment and new
activities.
The Greimas semiotic square (1983) can be also utilised to visualised the
institutional image and the style management. It renders a larger complexity opposing
themes along a simple scale.
Pioneer attitude
Manager attitude
Entrepreuneur attitude
Heir attitude
Discontinuity
Non discontinuity Non continuity
Continuity °°°°°°°°°°°°°°°
°°°°°°°°°°°°
°°°°° relation between opposite
Relation between contradiction
The four themes brought out permit to define four spirit or four attitudes (pioneer,
entrepreneur, manager, heir).
I222)-Strategic human resource management SHRM
Different authors have studied Human Resource as strategic management (Mahé de
Boislandelle, Gazier 1993, Sire 1993,Wills&Le Louarn&Guérin 1991, Stankiewicz 1988,
Besseyre des Horts 1988)
For example, Mahé de Boislandelle describes a continuum of HRM (from an
administrative and operational character to a strategic management). For him, there are
seven administrative and nine political domains . The administrative domains for the
human resource management are:1)-the book-keeping (register, forms, lists, 2)-realization
of legal declarations 3)-relations with public service, labour court,4)-wage calculation,
remuneration and social charges, 5)-collection and transmission of information on work
legislation and medicaid, 6)-putting into practice diverse legal dispositions (hygiene and
security, amelioration of work conditions, social balance sheet), 7)-computerized treatment
for administrative tasks (pay slip, data file, diverse business updating). The nine political
domains are: 1)-management individual and collective works time (schedule, rhythm,
rigidity, flexibility / per day, week, year), 2)-choice of modes of compensation (salary
scale, progressiveness, efficiency bonus, profit-sharing, 3)-modality of evaluation of the
workers (frequency, criteria), promotional practices, careers management), 4)-social
advantages of diverse natures consented by the firm, 5)- individual collective of work
organisation (roles and tasks definitions), 6)-management of the staff of the workforce
(recruitment, rotation, lay-off...) (measure, criteria, outsourcing), 7)-choice of vocational
training (allocation, nature, diversity), 8)-decisions concerning work and condition
improvements, social relations, communication, participation, 9)- The forward-looking
character of different domains of short term, middle term, long term policies
I23)-)-Organization
We use such concepts as juridical status, and organizational structure
(standardization, formalization, centralization, planification, control).
We also attempt to analyse the concepts of differentiation and Integration.
(Mintzberg, Kalika) Organizational scales Adapted from Kalika, Helfer, Orsoni 1996 p235
II)-METHODOLOGY
The theoretical model consists of three sub-units: interorganizational relationships,
human resource management, organization. For each hypothesis, we propose statistical
analysis, the variables and the measure scale direction.
II.1)-The variables of the questionnaire and the measure scale direction.
We present the dynamic and static aspects of the questionnaire.
II.1.1)-The description of the variables (static aspect)
We present our variables in details with Ishikawa diagrams. We use in our questionnaire
Likert or semantic differential scale. These scales indicate the sense of the measure and are
very useful for Lisrel processing.
II.1.1.1)-Human resource management
Social balance sheet doesn’t exist in Morocco. But we have tried to reach the same logic
(Crozet Martori). We have constructed our questionnaire in order to calculate many
ratios/relevant indicators of human resource management.
PARTICIPATION VALUING
EMPLOYMENT REMUNERATION
+
- - - -
+
+ +
Participation policy
Strict observance of legal framework
Valuying policy, training policy, improvement of the work
Administrative tasks
Anticipation, Forecast, employement
Wage calculation
Remuneration policy, incentive policy
Strict observance of legal framework
HUMAN RESOURCE MANAGEMENT ( +) Quality and Human resource management (-) Hard, unequal, antisocial human resource management
II 1.12)-Organization
PARTICIPATION VALUING
EMPLOYMENT REMUNERATION
+
- - - -
+
+ +
Participative structure
Non participativestructure
High regard for human resource
Precariousness
Balance and adjustment
Low remuneration
Incentive and remuneration
Non high regard for human resource
EFFECTS OF HUMAN RESOURCE MANAGEMENT
( +) High social performances (-) Law social performances
+
-
+
Bad atmosphere
Good atmosphere
Good image
Bad image
-
SOCIAL ATMOSPHERE
SOCIAL IMAGE
DIFFERENTIATION
+
- -
Many functions
Few functions in the maroccan firm ORGANIZATION
( +) Strong integration and differentiation Weak Weak
PIC or CAP
Standardization Formalization Centralization Planification Control
Strong Strong
Weak Weak
Strong
Weak
STRUCTURE MANAGEMENT STYLE
II 1.1.3)-Interorganizational relationships
TRADE AGREEMENT DEPENDANCE DEGREE
COMPETENCE IN DEMAND EVOLUTION OF THE RELATION
Moroccan positionning toward : -international competitors -national competitors
Types of subcontracting
Idiosyncrasy
Technical mode
Investment
Value added
INTER ORGANIZATIONAL RELATIONSHIP
Positionning on the continuum (conception to Control)
from
Number of differetiated tasks
Competitive factors
Principals portfolio
Process of the development
Information transfer Approval
Economic mode
( +) Partnership
(-) Work made to order
II.1.2.)-Dynamic model (process)
Our questionnaire includes several issues to understand the process of evolution of
partnership between Moroccan subcontractors and French principals. We have tried to
define the Moroccan manager’s perceptions at different stages (past, present, future) of the
relation (negotiation, commitments, assessments, execution) and the types of assessment
of the French firm (systematic, random control).
200 Interviews of Moroccan subcontrators
random Assessments a posteriori
Assessments a priori
systematic Negotiation Commitment Execution
Process Framework between French principal and moroccan subcontractor
Temporal occurence
Founding
Current events
Past
Future 2010 Gatt
1996
The questions addressed to the Moroccan managers were for example
-“ What sort of contacts (stage A,B,C or D) had you with your main principal at the
beginning of the relation? ”
-“ What sort of contact (stage A,B,C,D) have you with your actual principal ?
-“ What sort of contacts (stage A,B,C,D) will you have with your main principal in
2002 ? ”
Contract negotiation Contract drawing-up Manufacturing drawing Work realization Shipment
Time
Auditing Assessment insurance quality supplier Developing the product Quality Control
Time
Joint developing Total Trust between the two partners Production Progress Plan
Time
Stage A
Stage B
Stage C
II.2)-The hypotheses
The hypotheses are indicated between the three meta-variables (Interorganizational
relationships, Human resource management, Organization.
INTERORGANIZATIONAL RELATIONSHIPS
ORGANIZATION -Human Resource Management Integration -Partnership Integration
HUMAN RESOURCE MANAGEMENT H1, H1.1, H1.2 H3, H3.1
H2, H2.1, H2.2
II.3)-The statistical analysis
Hypothesis Statistical analysis Variable Measure scale direction
H1 There is a continuum from simple commercial relation to partnership relation.
Measure of the level of partnership in 1996 Descriptive approach Firms typology
Interoganizational Relationships& Organization.
(-) simple commercial relation, simple structure. (+) partnership, differentiated and integrated structure.
H1.1 Firm position along this continuum (cf. H1) evolves with temporal
Dynamic measure with three temporal occurrences (past, present, future)
Interoganizational Relationships& Organization.
idem with comparison of measures considering temporal occurrences.
occurrences. H1.2 Interorganizational relationships depend on the organization mode and can modify it.
Correspondence analysis and/or causal analysis.
Interorganizational Relationships& Organization.
Differentiation and organizational integration. c Interorganizational relations
H2 There is a continuum from (a human resource management little integrated) to (a human resource management integrated to the firm strategy).
Measure of the level of human resource management in 1996 (present). Descriptive approach. Firms typologies.
Organization& Human Resource Management.
Measure of human resource management integration and measure of the level of human resource management. (-) small integration of human resource management, small social performances. (+) strong integration of human resource management, social performances.
H2.1 Firm position along this continuum (cf. H2) evolves with temporal occurrences.
Dynamic measure of the level of human resource management (for the past, the present, the future). Descriptive approach. Firms typologies.
Organization& Human Resource Management.
idem with comparison of measures considering temporal occurrences.
H2.2 Human resource management depends on the organization mode and can modify it.
Correspondence Analysis and/or causal analysis (Lisrel/PLS) Organization/Human resource management
Organization& Human Resource Management.
Differentiation and organizational integration. c Human resource management and results of human resource management.
H3 The level of partnership fits to the level of human resource management
Correspondence Analysis and/or causal analysis (Lisrel/PLS) Level of human ressources management/Level of partenership
Organization& Human Resource Management& Interorganisational relationships
Integration of the human resource management and level of human resource management. c Integration of the partnership and level of the partenership
H3.1 The dynamic of the Human resource management is tied with the dynamic of the partnership.
Correspondence Analysis and/or causal analysis (Lisrel/PLS) Level of human ressources management/Level of partenership Dynamic measure of partnership (past, present, future)
Organization& Human Resource Management& Interorganisational relationships
idem with comparison of measures considering temporal occurrences.
III)- EMPIRICAL STUDY
The empirical study is associated with the survey questionnaire, data collection, statistics.
The next diagram shows the main deadlines.
Deadlines Realized stages July 1996 Bibliography October 1996 Questionnaire development June 1997 Data collection September 1997 Statistics and analysis (hypothesis
verification) December 1997 Submission of the pre-report April 1998 Presentation of the general results to
French Principals: remarks on the dyad. We will successively analyse the pretest, the description of our target population, the
sampling, the different industrial stream.
III.1)-Pretest
Our questionnaire has been pre-tested : we have presented to the CERMO
Laboratory of the IAE Poitiers and to the CREGO of the IAE Montpellier. Besides
Houdaïfa Ameziane, Rachid Berrada and Chafik Bentaleb have done an empirical pre-test
next to Morroco managers.
For our empirical study, our sample covers the geographical areas of Rabat,
Casablanca, Marrakech, and Agadir. Our questionnaire will be addressed to Moroccan
subcontractors. The different managers of the different small and medium sized firms will
be interviewed in June 1997 by students of Marrakech. Our questionnaire has a
professional heading "National subcontracting and partnership exchange", " General
Confederation of Moroccan firms" and with an academic heading "University of Cady
Hayad".
III.2)-The target population, the sampling
We have already the exhaustive list of the target population (Moroccan
subcontractors). We will then use a probability sampling as statistical sampling (simple
random sampling). To respect our budgetary constraints and our time availability, we have
chosen to administer only 200 questionnaires. We have two lists by sector (chemistry,
textile, agribusiness, mechanic engineering, metallurgic and electronics industries): firms
exporting to France and firms having French shareholder. Each list is composed of the
corporate name, address, Town, Province, Date of setting up, phone and fax numbers,
staff, production, export, investment, public funds, private funds, registered capital.
We have work on the data of these two lists (coding, elimination of redundancy,
recoding, elaboration of a plan investigation which respects geographic constraints).
The next table describes our target population by sectors.
Sector Firms Moroccan firms with foreign capital Textile 462 169Chemistry 54 49Agribusiness 143 70Mechanic engineering, metallurgic and electronics industries (M.M.E.I.)
165 146
Total 824 firms
Details by sectors
Manpower in Textile sector 462 firms [1-50] 29,4% [51-100] 21,5% [101-150] 13.4% [151-200] 9.3% [201-250] 6.9% [251-300] 4,8% [301-350] 2,6% [351-900] 10,4% [901-3000] 1,7%
Manpower in Chemistry sector
54 firms
[1-50] 57,4% [51-100] 7,4% [101-150] 74%, [151-200] 11,1 [201-250] 5,6% [251-300] 0% [301-350] 3,7% [351-692] 7,4%
Manpower in Agribusiness sector 143 firms [1-50] 64,3% [51-100] 13,3% [101-150] 9,1 [151-200] 4,9% [201-250] 0% [251-300] 0,7% [301-350] 2,1% [351-941] 5,6%
Manpower in M.M.E.I. 165 firms [1-50] 29,4% [51-100] 21,5% [101-150] 13,4% [151-200] 9,3% [201-250] 6,9% [251-300] 4,8% [301-350] 2,6% [351-900] 10,4% [901-3000] 1,7%
III.3)-Presentation of the different industrial stream
We can visualise the position of the moroccan subcontractor in the different industrial
streams with the help of Mahé de Boislandelle’s scheme.
III.3.1)-Mahé de boislandelle’s scheme
In fact, Mahé de Boislandelle has described the forms of work improvement with a
vertical division (continuum from conception to control) and with an horizontal division
(number of differentiated tasks).
Adapted from M. De Boislandelle 1988 p83
(a)-Rotation refers to assign periodically the individuals to different tasks;
Conception
Execution
Control
Horizontal Division
Vertical Division
1 2 3 4 5
Work rotation
FORMS OF WORK IMPROVEMENT
( c )
Number of differentiated tasks
n 1
2
3 4
5
(b) 1+2+....+ n
(a)
(b)-Widening refers to appoint to the underling a larger number of operations to undertake. This improves interest to work, but as well the need of learning. (c)-Enrichment refers to charge to the underling a part or the totality of the operations of conception and control This sort of diagram can be utilised for the mechanic, textile, pharmaceutical sectors. III.3.2)-Mechanic engineering, metallurgic industries
forged metal metal cutting mould metal stamping hot treatment (quench hardening) toolroom lathe miling machining center
grinding (abrasive wheel) paint assembling work packing material dispatch mark (serial number)
Operating cycles
Delivery
Mass Production
Production
Strickle Sweep
Methods Department (processing) Control methodology
Engineering and Design Department (product conception)
Establish clear specification Application Reliability Safety Qualitative/quantitative aspect Cost Deadlines Development Realization phase : selection of technology material processes realization of samples and prototypes Qualification Comparison of results with specifications Specimen and prototype trials Homologation Drawing up of quality inspection plans Design review Production Meeting of specification Quality control controlled processes Self inspection Evaluation of quality Cost
Customer requirements
Subcontractor realization
III.3.3)-The pharmaceutical sector : pipeline concept of drug development
III.3.4)-Textile industry
TEXTILE INDUSTRY
Adapted from L. Benzoni "le textile" in Bellon & Chevalier: l'industrie en France.
chemical raw materials (naphta)
Agricultural raw materials
sylvicluture (cellulose)
Supply raw materials preparation of the fibers
(cotton, wool) washing, combing (linen, jute) swingle
(staple fiber: rayon, staple
(synthetic fiber: polyamide, polyester)
Interlacing of textile fibres
Non woven (cotton wadding, felt)
spinning
Macerate moulding
spinning Processing of textiles
Textile fdyeing, coa
inishing:ting,
velvet...Stitch-knitting and hosiery industry (pullover, stocking, underwear...)
Household linen (tablecloth, bedding, l)Soft furnishings
Industrial applications (packing material, drainage...)
Garment industry
garment
household textile
Industrial products
Clothing stream
Garment industry (cutting, sewing)
Market/product
M A R K E T I N G
distribution
Textile stream
DRUG DISCOVERY PERIOD
Ideas for new chemical Synthesis & testing of new chemical Chemical leed found Additional compound are made Candidate compound chosen & additional tests plan
DRUG DISCOVERY PERIOD
Coumpound elevated to project status Investigational new drug application established & initiated Investigational new drug application Clinical studies initiated New drug application approved Drug launched
DRUG DISCOVERY PERIOD
Post marketing surveillance New clinical indications pursued New dosage forms & formulations developed Activities conducted to support marketing
Phase I,II, III
Phase IV
TIME
Conclusion
This study is tied with academic and managerial ambitions. With all the secondary
data (ministry, professional federations) and the primary data collected (qualitative,
quantitative surveys), we hope to better understand partnership between French and
Moroccan enterprises.
The procedures of data verification is based on a multi-triangulation (Denzin).
Multiple triangulation
Academic researchers
triangulation
Michel Kalika (1995, 1996), specialist of Organization
Florence Laval (1996), specialist of Human resource management
Véronique Guilloux (1992), specialist of Interorganizational relationships
Data collection
triangulation
Longitudinal study (Wacheux 1996)
Case studies (Yin 1989)
Quantitative study (SPSS, LISREL, PLS)
Theories triangulation Ring, Van de Ven (1994), Hakansson (1995)
Mahé de Boislandelle (1994)
Mintzberg (1982, 1994)
We can list some limits for our research: We haven't yet studied the complete dyadic
relation: the French part is for the moment weakly analysed. Besides, we haven’t
integrated in our questionnaire psychological aspects as well as representations (enactment
for Cossette). Another critical point is that our questionnaire is only administered to the
managers and not to the employees. But we have always tried to have indirect measures :
for example, to evaluate the atmosphere of the firm, we ask the manager, the number of
unsolicited applications.
In conclusion, as an international project, it will strengthen the co-operation between
the two institutions (researchers exchanges, conference in Marrakech, learning
(experience, sharing, interpretation, generalisation, application). The two academic teams
have in fact both learning, scientific and managerial ambitions.
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