Browsing by Author "Djamen, R."

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COOPERATION NETWORK CLIENT- FOURNISEUR AND PERFORMANCE OF PARTICIPATING COMPANIES: INTEGRATION OF CULTURAL CONTEXT.
(Department of Marketing Management, University of Kelaniya,Sri Lanka., 2017) Djamen, R.
The network is a polysemous notion which, whether it is the object of a plentiful literature, remains complex to understand. We can define this concept, also known under the appelation of " virtual company " (Byrne, on 1993), " reticular organization " (Paché and Paraponaris, on 1993), " modular company " (Brilman, on 1995), or still " begun transactional " (Frery, on 1997), " as an implicit or explicit association of agents, industrial companies and services(departments), institutions evolving in domains often complementariness and having for object to move closer to varied resources, to develop relationships of trust between the members of these groups and to reduce the costs of obtaining of these resources, decreasing in this fact the short and long-term uncertainty on the market " (OECD, on 1993, in Joffre, on 1998). The cultural context is indeed at the heart of the shares of cooperation, although this dimension is untold, as if it was obvious, as if the common objectives transcend these differences of conception and management of the collective action, as if the willingness was enough, or as if the common professional culture (entrepreneur, jurist, etc.) allowed a natural dialogue between the peers. This research aims at encircling the ins and outs of the normative impact of the theories of the cooperation. She results in the perspectives in commercial transactions of B to B even in international transactions (deals), in particular by proposing a railing of reflection for the adaptation to the specific contexts. She results naturally in tracks of deepening of the interrogation on the cultural context in the interbegun ways of cooperation.
UNDERSTANDING THE CULTURAL VALUES AT THE INDIVIDUAL LEVEL IN CENTRAL AFRICA: A TEST OF THE CVSCALE IN CAMEROON
(Department of Marketing Management, University of Kelaniya,Sri Lanka., 2017) Georges, L.; Djamen, R.; Pernin, J.L.
In order to reduce the risk of failure, it is vital to learn about the different cultures around the world before doing business in other countries. Nonetheless, the existing cross-cultural business literature dealing with culture assessment methods has been widely criticized (Sharma, 2010). For instance, most studies operationalize personal cultural orientations for individual consumers based on the national scores on Hofstede (1980, 1991) cultural dimensions. In response to these concerns, the Cultural Values Scale (CVSCALE) is a 26-item scale that has been developed by Yoo, Donthu, and Lenartowicz (2011) to capture Hofdtede’s (1991) five cultural dimensions at the individual level. However, none previous studies have investigated these dimensions in Central Africa in general and specifically in Cameroon, a country which has many different ethnic groups. Therefore, the aim of this paper is to test the reliability and validity of the CVSCALE in Cameroon. The sample of this study is based on 700 managers working in a French or English context and belonging to 8 different ethnic groups. Exploratory factor analysis as well as confirmatory factor analysis are conducted by the authors. Results indicate that the CVSCALE exhibits appropriate reliability and validity. This study allows consumer researchers and business practitioners to assess the cultural orientations of individuals and to use primary data instead of cultural stereotypes. The CVSCALE is also very adequate for global market segmentation. Global product and brand managers will benefit from the scale because they can find equivalent market segments across countries based on consumer groupings showing similar cultural orientations.