Face à la concurrence exacerbée, la prescription d’achat peut être stratégique pour les organisations. Dans des contextes de décision difficiles, la prescription d’achat devient indispensable pour certains consommateurs. La revue de la littérature révèle des carences, des contradictions et un manque de confrontations terrain à propos des quelques théories et propositions émises sur ce concept. Qu’est-ce que la prescription d’achat ? Quel est son poids parmi les principales caractéristiques de décision d’achat ? Quel est l’impact de la culture ? Une étude qualitative menée en France auprès de 10 vétérinaires prescripteurs et 10 acheteurs d’aliments pour animaux de compagnie permet de mieux définir la prescription d’achat, et de valider ou rejeter les précédents apports sur ce thème. A l’aide du Consumer Styles Inventory (Sproles et Kendall 1986), une étude quantitative auprès de 308 acheteurs français et 221 acheteurs chinois d’aliments pour animaux de compagnie valide la sensibilité à la prescription comme caractéristique fondamentale de décision d’achat. Elle a un poids modéré selon le style de décision émergent, mais son rôle est discriminant dans la constitution des segments en France. Elle est positivement et significativement associée au perfectionnisme, à la fidélité, à l’hédonisme et à la confusion ; elle l’est négativement et significativement au prix. Alors qu’il y a une différence significative dans les styles de décision d’achat des français et des chinois, ce n’est pas le cas pour la sensibilité à la prescription. Les principaux apports théoriques et méthodologiques portent sur une meilleure définition de la prescription d’achat, sur la mesure du concept et sur sa présence au sein de deux cultures pourtant opposées. Pour les organisations, cette recherche souligne la valeur ajoutée que constitue le prescripteur face aux indécisions des acheteurs. Celles positionnées sur le haut de gamme sont encouragées à mettre en place des réseaux de prescripteurs pour faciliter leurs ventes. Une série de recommandations opérationnelles en découlent. / In highly competitive markets, shopping prescription may be strategic for organizations. In complex decision-making situations, shopping prescription is useful for some consumers. Literature review reveals gaps, contradictions and field shortcomings about this concept. What brand prescription is? What is its weight among the main decision-making characteristics? What is the impact of culture? A qualitative study conducted in France with 10 vet prescribers and 10 pet food buyers helps to better define this concept, and validate or reject previous contributions to this topic. Using the Consumer Styles Inventory (Sproles et Kendall 1986), a quantitative survey with 308 french and 221 chinese pet food buyers validates prescription consciousness as a fundamental decision-making characteristic. It has a moderate weight within the main decision-making style, but its role is discriminant on the cluster formation in France. It is positiveley and significantly associated with perfectionism, loyalty, hedonism and confusion while it is negatively and sinificantly to price. There is a significant difference in decision-making styles between French and Chinese, but this is not true for prescription consciousness. The main theoretical and methodological contributions are a better definition of this concept, its measurement scale and its presence in both but divergent cultures. From a managerial standpoint, this research highlights the added value brought by prescribers. Companies positioned on the high end market are encouraged to set up prescribers networks to ease sales. A series of operational recommendations arise from there.

Distansarbete är ett arbetssätt som har blivit alltmer populärt. Tillsammans med teknikens framgång har det blivit alltmer tillgängligt för företag att arbeta utanför den traditionella arbetsplatsen. Det ökade distansarbetet kan leda till kulturella förändringar inom en organisation som leder till mer ansvar för ledaren att bibehålla organisationskulturen. Syftet med denna kvalitativa studie är att få insikt kring hur ledare använder organisationskultur för att styra organisationer både på fysiska arbetsplatser och vid distansarbete. Ledare använder organisationskultur för att få anställda att uppnå organisationens mål samt gemensamma värderingar. Studien presenterar ritualer, artefakter och kulturstyrning som tre variabler inom organisationskulturen som ledare och organisationerna använder sig utav. Studien har genomförts med hjälp av semistrukturerade intervjuer med fem organisationer. De fem organisationer som analyserats är inom bank, statligt ägt företag, ideell organisation, social omsorg och redovisningsbyrå. Alla organisationer använder sig utav en tydlig organisationskultur men har olika strategier samt tillvägagångssätt kring hur de arbetar mot organisationskulturen. De alla arbetar med tydliga strategier för att få sina anställda att arbeta mot samt uppnå organisationens gemensamma mål och värderingar. En likhet som finns inom organisationerna är att de alla har tydliga målsättningar, arbetar mot gemensamma värderingar, utfärdar ritualer, använder sig utav artefakter och arbetar med kommunikationsteknologier. Det som skiljer dem åt är att företaget inom bank, social omsorg och redovisningsbyrån arbetar mer med värderingar. Utöver det arbetar dessa tre företag mer med tydliga ritualer som de genomför tillsammans med sina anställda. En annan skillnad är att artefakterna ser olika ut hos alla organisationerna där vissa artefakter är mer synliga än andra som exempelvis arbetskläder. Ledarna inom organisationerna använder sig utav organisationskultur som ett styrmedel och har olika tillvägagångssätt samt strategier för att nå dit. Slutsatsen som kan dras är att alla fem organisationer arbetar mot en tydlig organisationskultur, där de använder sig av strategier, kommunikation samt uppföljning för att få sina anställda att uppnå organisationens gemensamma mål och värderingar. Ledarna använder sig utav ritualer, artefakter och kulturstyrning för att uppnå organisationskultur, detsamma gäller vid distansarbete. Alla organisationer har implementerat information och kommunikationsteknologier för att upprätthålla organisationskulturen under distansarbete. Däremot har organisationen inom social omsorg och redovisningsbyrån lyckats upprätthålla organisationskulturen bäst under distansarbete. Banken, det statliga företaget och den ideella organisationen har arbetat med att upprätthålla kulturen vid distansarbete men utmaningar som tillgänglighet och delaktighet har försvårat processen. / Teleworking is a way of working that has become increasingly popular. Along with the success of technology, it has become increasingly accessible for companies to work outside the traditional workplace. The increased telework can lead to cultural changes within an organization that lead to more responsibility for the leader to maintain the organizational culture. The purpose of this qualitative study is to gain insight into how leaders use organizational culture to control organizations both in physical workplaces and in teleworking. Leaders use organizational culture to get employees to achieve the organization's goals and common values. The study presents rituals, artifacts and cultural management as three variables within the organizational culture that leaders and organizations use. The study was conducted using semi-structured interviews with five companies. The five companies analyzed are a bank, a state-owned company, a non-profit organization, a company within social care and an accounting firm. All companies use an organizational culture but have different strategies and approaches to how they work towards the organizational culture. They all work with clear strategies to get their employees to work towards and achieve the organization's goals and common values. A similarity that exists within the companies is that they all have clear goals, work towards common values, use rituals, artifacts and work with communication technologies. What sets them apart is that the company in banking, social care and the accounting firm works more with values. In addition, these three companies work more with rituals that they perform together with their employees. Another difference is that the artifacts look different in all companies where some artifacts are more visible than others such as work clothes. The leaders within the organizations use organizational culture as a tool and have different approaches and strategies to get there. The conclusion that can be drawn is that all five companies work towards an organizational culture, where they use strategies, communication and follow-up to get their employees to achieve the organization's goals and common values. The leaders use rituals, artifacts and culture management to achieve organizational culture. All organizations have implemented information and communication technologies to maintain the organizational culture during teleworking. The company in social care and the accounting firm has managed to maintain the organizational culture best during telework. The bank, the state-owned company and the non-profit organization have worked to maintain the culture through teleworking, but challenges such as accessibility and participation have made the process more difficult.

The aim of the study was to investigate how the Swedish managerial leadership applies in the United Arab Emirates (UAE) and to what extent they need to adapt their leadership due to the context which they are in. Six semi-structured interviews were made, and the results shows that the conditions for Swedish leaders is better in a context higher educational level among the employees and where the employees also express that they value the Swedish leader’s education and professional background. The study also shows that the participants to a high extent need to use an adaptive leadership approach to match the various contexts they work in. The leadership style the participants mostly use is a mixture of what they have learned in their new environment with their roots still in the Swedish approach. The study also shows that that the outcome of leadership can be affected by the different cultures and hierarchies within the different organisations. It is therefore necessary for the Swedish mangers to have a cultural intelligence and characteristics that can meet both the demands of the employees and the employer who often are of different educational and cultural backgrounds. This balance between the historical leadership in the UAE and the new Western leadership is something that the Swedish managers need to bring with them in their everyday work

Den agila arbetsmetoden har vuxit fram i takt med en volatil marknad som ställer krav på flexibilitet och innovation. Arbetsmetoden utmärker sig som en teamledningsmetod med ett dynamiskt och autonomt arbetssätt. Det råder ofullständig förståelse för vilka utmaningar arbetssättet medför. Syftet med denna studie är att bidra till en djupare förståelse för fenomenet och kunna bidra med insikter för hur organisationens val av styrmekanismer influerar medarbetare i det agila arbetssättet. Totalt genomfördes sju semistrukturerade intervjuer som analyserades med en tematisk analys vilket genererade tre teman: agilt mindset, teamwork och kultur som meningsskapande. Studien visar att de agila arbetsmetoderna och modellerna omfattar en bredare komplexitet än många tidigare forskare framställt. Företagskulturen visar kunna gagna arbetsmetoden när den upplevs meningsfull, transparent, inkluderande och stimulerar engagemang. En internaliserad företagskultur kan frigöra potential att stimulera arbetsmetodens fördelar. Vid implementering av en agil arbetsmetod bör organisationer beakta att det kan vara en tidskrävande process och följer av andra utmaningar än vid traditionella arbetsmetoder.

Background: This study examines cross-cultural management within the Nordic renewable energy sector, focusing on how leaders from diverse cultural backgrounds manage their teams effectively amidst various cultural dynamics.  Purpose: The purpose of this study is to investigate how leaders in three renewable energy companies based in Denmark and Sweden perceive and address cultural differences, as well as to identify the competencies these leaders deem important for managing cross-cultural challenges effectively. The research questions addressed include: How do these leaders navigate cross-cultural challenges within the renewable energy sector? Do these leaders highlight any specific competencies as particularly important for managing these cross-cultural challenges?  Method: A qualitative research approach was utilized, consisting of semi-structured interviews with seven leaders from three global companies in the renewable energy sector based in Sweden and Denmark. The data was analyzed using thematic analysis to extract relevant themes concerning cross-cultural competencies and leadership strategies.  Results and Analysis: The findings reveal that leaders emphasize the importance of cultural competence, including effective communication strategies tailored to diverse cultural settings. Leaders also highlighted the necessity of flexibility and adaptability in their leadership styles to address and navigate cultural differences successfully.  Conclusions: The study concludes that cross-cultural competencies are necessary for effective leadership in the renewable energy sector. Leaders must integrate understanding of cultural differences into their leadership practices to foster a productive and inclusive work environment.  Recommendations for Future Research: Future studies could expand the geographical scope to include other regions and explore the impact of technological advancements on cross-cultural leadership practices within the sector.  Keywords: Cross-Cultural Management, Renewable Energy, Leadership Competencies, Nordic Countries

Wireworms are the subterranean larval stage of click beetles (Coleoptera: Elateridae), generalist herbivores that feed on a wide range of crops and cause serious damage. Wireworm management is challenging due to their long life cycle, subterranean habitat, wide range of host plants, and lack of effective chemical approach in most crops. Thus, developing an effective alternative control approach is an urgent need. The overall aim of this research study was to evaluate alternative [to insecticides] tactics that could be used as components of effective IPM strategies against wireworms. In Chapter 1 we provide an overview of wireworm's biology and management practices. In Chapter 2 we focused on biological control to evaluate the efficacy of entomopathogenic nematodes and fungi as single and mixed application against Limonius californicus and L. infuscatus in organic vegetable farms. The results showed the higher efficacy of commercial EPN, Steinernema feltiae, against Limonius species than entomopathogenic fungi. In Chapter 3, we focused on cultural control as a component of integrated pest management for wireworm control. We evaluated the efficacy of brown and yellow mustard and their byproducts, including defatted seed meal and seed meal concentrated extract against Limonius spp. Our finding indicated the effectiveness of brown mustard concentrated extract on reducing the wireworm population. However, it has a negative impact on the field-residing entomopathogenic nematodes. In Chapter 4, in the component of cultural control, we evaluated the wireworm, L. californicus, preference to three different crops, pea, bean, and wheat, for identifying an effective trap crop. We also quantified CO2 and organic volatile compounds released from each plant's root and evaluated the wireworm response toward the synthetic volatiles. Detailed results are provided in chapter 4. Finally, we looked at the novel new technology of RNA interference to find the effective target genes in wireworms for application as bioinsecticides and/or transgenic plants to control wireworms. In the concluding chapter, Chapter 6, we summarized our findings on the efficacy of different management tactics, biological, cultural, and molecular, to control Limonius species in cereals and organic production systems. / Doctor of Philosophy / Wireworms, the larval stage of click beetles (Coleoptera: Elateridae), are belowground pests that feed on a wide range of crops such as potatoes, cereals, vegetables, and sugar beet and can cause serious economic damage. Wireworm management is challenging because they live for long periods in the soil and feed on almost all crops. Moreover, most insecticides available for wireworm control, such as neonicotinoids, are not effective in reducing wireworm populations and just serve as feeding deterrents. Thus, developing an effective alternative control approach is an urgent need. The overall aim of this research study was to evaluate alternative [to insecticides] tactics that could be used as components of effective IPM strategies against wireworms. In Chapter 1 we provide an overview of wireworm's biology and management practices. In Chapter 2 we focused on biological control to evaluate the efficacy of entomopathogenic nematodes and fungi when applied individually and in combination with each other against sugar beet wireworm in organic vegetable farms. The results showed the commercial nematode, Steinernema feltiae was more effective in reducing sugar beet wireworm than fungi. In Chapter 3, we focused on cultural control as a component of integrated pest management for wireworm control. We evaluated the efficacy of brown and yellow mustard and their byproducts including defatted seed meal and seed meal concentrated extract against sugar beet wireworms in spring wheat. Our finding indicated the effectiveness of brown mustard concentrated extract in reducing the wireworm population. In Chapter 4, in the component of cultural control, we evaluated the sugar beet wireworm preference for three different crops, pea, bean, and wheat, for identifying an effective trap crop. We also quantified CO2 and organic volaille compounds released from each plant's root and evaluated the wireworm response toward the synthetic volatiles. Detailed results are provided in chapter 4. Finally, we looked at the novel new technology of RNA interference to find the effective target genes in wireworms for application as bioinsecticides and/or transgenic plants to control wireworms. In the concluding chapter, Chapter 6, we summarized our findings on the efficacy of different management tactics, biological, cultural, and molecular, to control wireworm species in cereals and organic production systems.

Submitted by Mariana Dornelles Vargas (marianadv) on 2015-06-10T19:07:31Z No. of bitstreams: 1 terminologia_gestao.pdf: 1422332 bytes, checksum: 701b2781252c4018c23a955b86cc47ac (MD5) / Made available in DSpace on 2015-06-10T19:07:31Z (GMT). No. of bitstreams: 1 terminologia_gestao.pdf: 1422332 bytes, checksum: 701b2781252c4018c23a955b86cc47ac (MD5) Previous issue date: 2014-09-29 / IFSUL - Instituto Federal de Educação, Ciência e Tecnologia Sul-rio-grandense / A presente pesquisa tem por objetivo o reconhecimento da terminologia que chamamos de político-administrativa, com vistas à proposta de um glossário da gestão federal da cultura. Esta área é compreendida como campo de atividade técnica voltado para a formulação, execução e avaliação das políticas públicas de cultura, a cargo do Ministério da Cultura (MinC) e também como espaço político, marcado por representações ideológicas e sociais, decorrentes do caráter multifacetado da cultura. Trata-se, portanto, de um campo complexo, cuja terminologia ainda não foi repertoriada, a despeito de sua importância. Para dar conta do objetivo exposto, propomos um esquema operacional fundamentado em princípios teórico-metodológicos da Teoria Comunicativa da Terminologia (TCT), desenvolvida por Maria Teresa Cabré (1998-2005); da Terminografia Linguístico-Textual, proposta por Krieger e Finatto (2004) e também pela Semiótica de linha francesa. Adotamos como princípio que os termos adquirem valor terminológico pela sua inscrição nos textos especializados, vistos como ambientes naturais da terminologia. Por meio da análise semiótica dos documentos programáticos do MinC, foi possível depreender não apenas temáticas, mas formas de organização da área, que funcionaram como linhas norteadoras para estabelecer as categorias terminológicas. Os resultados da análise semiótica tornaram-se um recurso operacional importante para o reconhecimento da terminologia político-administrativa da cultura. Como resultado, apresentamos o repertório de termos distribuído em categorias terminológicas correspondentes às três dimensões da área: a) dimensão político-conceitual, referente aos conceitos e princípios que fundamentam as políticas públicas de cultura; b) dimensão administrativa, que diz respeito à estrutura institucional e aos mecanismos de gestão e c) dimensão normativa, que engloba os dispositivos legais de financiamento da cultura. No final do trabalho, são descritas diretrizes teórico-metodológicas de uma proposta de glossário da gestão federal da cultura. / This research paper aims at recognizing the terminology known as political-administrative, with the purpose of suggesting a glossary of federal management culture. This field is understood as a special subject focused on the formulation, implementation and evaluation of cultural public policies in which the Ministry of Culture is in charge of. It is also considered a political area, marked by ideological and social representations resulting from the multifaceted nature of culture. Although it is a complex and important field, its terminology has not been listed yet. In order to accomplish the goal which was mentioned previously, we propose an operational scheme based on theoretical and methodological principles of Communicative Theory of Terminology (TCT), developed by Maria Teresa Cabré (1998-2005); linguistic-textual Terminography, proposed by Krieger and Finatto (2004) and Semiotics of French Line. We have adopted the principle that terms acquire terminological value due to their insertion in specialized texts, which are seen as natural environments of terminology. Through semiotic analysis of the Ministry of Culture program documents, it was possible to deduce not only themes, but ways of organization in the area, which have been used as guiding lines to establish terminological categories. The results of the semiotic analysis have become an important operational resource for the recognition of political and administrative terminology of culture. As a result, we present the repertoire of terms distributed in terminological categories which correspond to the three dimensions of the area: a) political-conceptual dimension, referring to concepts and principles that underlie cultural public policies; b) administrative dimension, which concerns the institutional structure and management mechanisms and c) normativ e dimension, which includes the legal provisions for financing culture. At the end of the paper, we describe theoretical and methodological guidelines of a proposed glossary of federal management culture.

In recent years the important of leadership in the organization has become an area of interest. Leadership has been noted to impact corporate culture, employee commitment and response and the overall performance of the organization. Given the fact that leadership is such an important part of organizational development and discourse, effective methods for developing effective leadership in the organization are needed. Without definitive methods for leadership development, organizations will not be able to optimize the outcomes of leadership in the organization. Thus, there is a clear impetus to delineate what works best in the context of leadership development. This study used concurrent qualitative and quantitative research to understand better the effect of cross-cultural influences on the leadership development programmes and leadership practices development in a study population consisting of managers and supervisors in the Kuwaiti banking industry. Although Kuwaiti organisations employ many international employees and operate foreign subsidiaries, they have not created leadership development programmes to improve cross-cultural leadership skills for managers. As a result, Kuwaiti managers often rely on traditional transactional methods and an authoritarian style of leadership that may be less effective with employees from different nations and cultural backgrounds. The qualitative phase of the research collected data from Kuwaiti bank managers through interviews while the quantitative phase of the research collected data with survey instrument. The quantitative phase of the study also tested the validity of a conceptual model and hypotheses using structural equation modelling and regression analysis. The research was guided by distributed leadership theory, which considers leadership as a series of interactions between leader and follower with the follower sometimes adopting an informal role as temporary leader. The theory also considers the context in which the leader operates as a critical factor for motivating leadership practise. The testing and validation of the theoretical model in the study led to the acceptance of a new 'Effective Cross Cultural Leadership' (ECL) model. This model describes the relationship between the exogenous or independent variables of cultural differences, training and development in traditional Kuwaiti leadership, cross cultural leadership development programmes and international leadership practises with the endogenous or dependent variables of leadership development programmes and leadership practises development. The testing of the hypotheses of the study showed a statistically significant relationship between the four independent variables and the two dependent variables with exception of the relationship between the independent variable of international leadership practises and the dependant variable of leadership programmes development. The quantitative findings also indicated that demographic variables do not have a moderating effect on the model. The qualitative findings of the study determined that cultural differences between employees and managers influence the managers' leadership behaviours and their understanding of the type of leadership development programmes to improve their cross-cultural leadership skills. Managers with greater experience or knowledge of foreign cultures adopt more flexible leadership practises when leading international teams. The qualitative findings also determined that front office managers are more willing to use participative leadership styles in leadership practises, while back office managers rely on authoritarian leadership styles focusing on tasks in their leadership practises, indicating that the context influences leadership styles and practise. The findings of the study including the development and validation of the Effective Cross-Cultural Leadership (ECL) model contribute to the theoretical and practical knowledge of cross-cultural leadership in Kuwait that can be extended to other Middle Eastern nations. In addition, the study finding extends cross-cultural theory by indicating that international influences both internal and external to the organisation affect leadership styles despite national norms and preferences. These findings implied that Kuwaiti organisations experience significant pressure to adopt some international leadership practises and styles to accommodate the expectations and needs of the many international workers employed in Kuwait. The practical implication of these findings showed that Kuwaiti managers would benefit from leadership training emphasising that no standard or correct approach to leadership exists and that it can be acceptable for leaders to use participative styles when warranted by the situation.

Nowadays, multinational organisations face the challenge of managing a diverse workforce. The role of diversity has become increasingly important in a world that is influenced by the outcomes of globalisation. Organisations operate worldwide and therefore recruit their employees from all around the world, which leads to diverse workforces. It is essential for an organisation to be aware of differences within the workforce and to manage diversity actively in order to benefit from its positive potential. The purpose of this study is to analyse the impact diversity has on organisations such as IKEA. Especially how the everyday business life is affected by diversity and if the positive or negative aspects prevail. Further, it is investigated how cross-cultural management can be used as a managerial tool to influence and adjust diversity in a certain way. The organisational culture of an organisation was identified as the third important cornerstone in that relation. The researchers presumed a correlation between those three phenomena. The aforementioned assumptions led to the construction of the following research questions for this study: What impact does diversity have on an organisation such as IKEA? and How does cross-cultural management influence outcomes of diversity and what role does organisational culture play in that context? To answer these research questions, an exploratory study was carried out. An abductive approach was chosen that allowed for adding new theories throughout the research process. The data was collected through nine semi-structured interviews with experienced IKEA managers. Additionally, scientific articles and books were used as support to develop theoretical and practical contributions to the fields of diversity, cross-cultural management and organisational culture. The study revealed that diversity has a large impact on organisations such as IKEA. Furthermore, a correlation between diversity, cross-cultural management and organisational culture was identified. The findings led to the conclusion that diversity within an organisation creates the need for cross-cultural management. Organisational culture, in that context, builds a foundation for values and perceptions that are shared by the workforce. Therefore, a strong organisational culture helps to utilize the positive aspects of having a diverse workforce. In the case of IKEA, successful organisational socialisation and institutionalisation function as tools for preserving institutional memory, in terms of values and ethical business behaviour.

The purpose of this enquiry is to challenge and add a further dimension to cultural management, through an empirical exploration of what cultural managers do in a particular domain (theatre) and scale of organisation (micro-) within the (subsidised) cultural sector, in South West England. Working from a sensemaking perspective (Weick, 1979, 1995a, 2009), it focuses attention on what these practitioners do, rather than what they could, should or do not do. It draws on literature from cultural management, theatre and performance studies and organisation and management studies to help address the following questions: • What do cultural managers do in micro-scale theatre organisations (in South West England)? • Why do they do what they do? • How do they do what they do? • In what ways might an analysis of what they do inform talk in and about cultural management? • To what other theoretical conversations might such an analysis contribute? The subjects are three cultural managers running micro-scale contemporary theatre organisations in Bristol, Plymouth and Redruth. The study adopts a qualitative, ethnographic, multi-case study approach, with data collected through non-participant observation, informal interviews and documentary sources. Analysis is inductive, deductive and abductive. The thesis concludes with a conceptual and epistemological re-framing of cultural management as cultural managing, suggesting that what the cultural managers studied do is not only vocationally dedicated to the purpose, values and work of their organisation, but is also isomorphically inflected by them in the doing. Furthermore, it offers (a) an adjusted perspective on “high reliability organising” (Weick & Sutcliffe, 2007) orientated more towards making the best than mitigating the worst; (b) a focus on organising in theatre to colleagues pursuing the relationship between management and the arts; and (c) a challenge to traditional notions of divide between theatre managing and theatre making, particularly at the micro-scale. This is an interdisciplinary study with cross-disciplinary implications.