Strategic Alliances and Intercultural Organizational Change: The Renault-Nissan Case

Christoph Barmeyer and Ulrike Mayrhofer ()
Additional contact information
Christoph Barmeyer: Universität Passau [Passau]
Ulrike Mayrhofer: MAGELLAN - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon

Post-Print from HAL

Abstract: This case study focuses on a strategic alliance formed between the French company Renault and the Japanese company Nissan. This bilateral agreement associates actors and teams from two different national and corporate cultures. Created in 1999, the Renault–Nissan alliance has become the most productive and longest-lasting intercultural alliance among major car manufacturers. The success of Renault Nissan can be seen as a positive exception and a role model for the future in the field of international cooperations such as alliances. The objective of the case-study is to explain the manifold organizational development measures and solutions that have been adopted to overcome and integrate national and corporate cultural differences to develop a new organization in an interculturally synergetic way.

Keywords: Strategic alliance; Renault-Nissan; intercultural management. (search for similar items in EconPapers)
Date: 2016
References: Add references at CitEc
Citations:

Published in Christoph Barmeyer and Peter Franklin Intercultural Management. A Case-Based Approach to Achieving Complementarity and Synergy, p. 317-332 Palgrave Macmillan, 2016

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01319699

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().