Abstract EN:

This PhD dissertation analyses how a management tool aimed at formalizing the corporate culture of an international French group – namely Lafarge – is transferred to Egypt. It is based on a detailed case study that mixes participant observation and qualitative interviews. Two research perspectives are deliberately associated to better enhance their complementarity ; while the former considers the appropriate conditions that enable a new management tool to be adopted, the latter focuses on the original cultural embeddedness of the given tool and the local reinterpretations given to it once extracted from its original context. Both the understanding of the local subsidiary organizational context and the Egyptian cultural framework make a deep analysis possible, thus shedding light on the dynamics at stake in the appropriation of the Lafarge Way Book. This research contributes to establish the relevance of a dual approach linking organizational and cultural perspectives.