Un courant dominant dans la théorie institutionnelle suggère que lorsqu’un changement institutionnel apparaît, la logique institutionnelle dominante se transforme. Les implications et les conséquences de ces changements sur l’ensemble des relations entretenues entre les acteurs ne sont toutefois pas claires. Cette thèse vise ainsi à comprendre la dynamique des relations entre les entreprises et leurs parties prenantes dans un champ qui vit un processus de changement institutionnel particulièrement fort. Afin de saisir et de caractériser l’évolution de ces relations, dans le contexte spécifique d’un pays émergent, le cadre de la saillance des parties prenantes développé par Mitchell et al. (1997) a été utilisé comme fondement théorique. Cette recherche propose de revisiter et de renforcer ce cadre théorique et d’illustrer de manière empirique le processus à l’œuvre. En utilisant des données recueillies à partir d’entretiens semi-structurés et de documents d'archives, cette thèse suggère une forte relation entre la logique institutionnelle dominante et la saillance des parties prenantes. Enfin, cette recherche propose plusieurs implications, tant pour les gestionnaires que pour les chercheurs, en matière de direction et d’orientation stratégiques des entreprises. / An established stream of literature in institutional tradition suggests that as institutional change process unfolds in the field, dominant institutional logic shifts. The implications of such shifts in institutional logic for the broader network of relationships of various constituents are still not clear. This thesis, therefore, aims to uncover the dynamics of firm-stakeholders relationships in a field undergoing a robust institutional change process. In order to understand these evolving relationships in emerging country’s context, Mitchell et al.’s (1997) framework of stakeholder salience has been employed as an underlying theoretical framework. This thesis also makes several conceptual and empirical contributions to this framework and strengthens its theoretical underpinnings. Overall, using data collected through semi-structured interviews and archival material, this dissertation suggests strong dominant institutional logic-stakeholder salience relationship. Moreover, this thesis provides several lessons for managers and researchers that may help to better set firms’ strategic direction.

. / An established stream of literature in institutional tradition suggests that as institutional change process unfolds in the field, dominant institutional logic shifts. The implications of such shifts in institutional logic for the broader network of relationships of various constituents are still not clear. This thesis, therefore, aims to uncover the dynamics of firm-stakeholders relationships in a field undergoing a robust institutional change process. In order to understand these evolving relationships in emerging country’s context, Mitchell et al.’s (1997) framework of stakeholder salience has been employed as an underlying theoretical framework. This thesis also makes several conceptual and empirical contributions to this framework and strengthens its theoretical underpinnings. Overall, using data collected through semi-structured interviews and archival material, this dissertation suggests strong dominant institutional logic-stakeholder salience relationship. Moreover, this thesis provides several lessons for managers and researchers that may help to better set firms’ strategic direction.

There is a wealth of studies which suggest that manager's positive perceptions/expectations can considerably influence organisational performance; unfortunately, little empirical evidence has been obtained from development studies. This first time research explores how Japanese aid workers' perceptions towards the local staff affects their behaviour and performance in cross-cultural project settings. Moreover, this research focuses on the perceptual and behavioural trait differences of successful and unsuccessful aid workers. With cooperation from Japan International Cooperation Agency (JICA), 244 valid responses were obtained from the aid workers (managers) through a webbased survey. As a result of statistical analysis, positive causal relationships were confirmed between perception related factors and behaviour related factors and the organisational performance variable. These results strongly suggest that aid worker's positive perceptions result in positive behaviour in local colleagues and subsequently higher organisational performance. In addition, it was discovered that the aid workers' positive perception/expectation about work and their local colleagues was related to higher organisational performance, whilst conversely, the negative perception on their part was generally associated with negative behaviour and lower organisational performance.Although the differences in perceptual tendencies suggested by that these findings apply to Japanese aid managers; however, as human nature is universal, positive perception and behaviour should bring out positive output in most organisations. It is recommended that there is a need for people-related and cross-cultural management skills to ensure successful future activities, and stress management competencies to maintain positive managerial perception on the part of aid workers.

There is a wealth of studies which suggest that manager's positive perceptions/expectations can considerably influence organisational performance; unfortunately, little empirical evidence has been obtained from development studies. This first time research explores how Japanese aid workers' perceptions towards the local staff affects their behaviour and performance in cross-cultural project settings. Moreover, this research focuses on the perceptual and behavioural trait differences of successful and unsuccessful aid workers. With cooperation from Japan International Cooperation Agency (JICA), 244 valid responses were obtained from the aid workers (managers) through a webbased survey. As a result of statistical analysis, positive causal relationships were confirmed between perception related factors and behaviour related factors and the organisational performance variable. These results strongly suggest that aid worker¿s positive perceptions result in positive behaviour in local colleagues and subsequently higher organisational performance. In addition, it was discovered that the aid workers' positive perception/expectation about work and their local colleagues was related to higher organisational performance, whilst conversely, the negative perception on their part was generally associated with negative behaviour and lower organisational performance.Although the differences in perceptual tendencies suggested by that these findings apply to Japanese aid managers; however, as human nature is universal, positive perception and behaviour should bring out positive output in most organisations. It is recommended that there is a need for people-related and cross-cultural management skills to ensure successful future activities, and stress management competencies to maintain positive managerial perception on the part of aid workers. / Japan/World Bank Graduate Scholarship Program (JJ/WBGSP).