Intercultural Management between Tunisia and Europe

Abstract

The subject of this paper is to report on the problem of cultural differences in management between Tunisia and Europe in the context of the company.Thus, the paradox between values and the way of managers’ life in companies. Therefore, daily strategies also represent one's willingness to be accepted by society and not to be cut off.The present article has three parts. The first is to identify the cultural foundations of European society, the Anglo-Saxons and the francophone’s culture. The second is to show how Tunisian cultural values are unsuited to the European model. The third part is to propose some recommendations for adapting the strategies of Tunisian companies to their European partners. Based on the Tunisian cultural configuration and the information collected through the case studies, we recommend a code of conduct companies attempt to bring together all staff around common values and to foster a common culture where social responsibility can play an important role. These codes cannot be imposed but must correspond to the reality of the business under. It is difficult for a gap to be created between the speeches and the reality, leading to the de-involvement of managers.The subject of this paper is to report on the problem of cultural differences in management between Tunisia and Europe in the context of the company.Thus, the paradox between values and the way of managers’ life in companies. Therefore, daily strategies also represent one's willingness to be accepted by society and not to be cut off.The present article has three parts. The first is to identify the cultural foundations of European society, the Anglo-Saxons and the francophone’s culture. The second is to show how Tunisian cultural values are unsuited to the European model. The third part is to propose some recommendations for adapting the strategies of Tunisian companies to their European partners. Based on the Tunisian cultural configuration and the information collected through the case studies, we recommend a code of conduct companies attempt to bring together all staff around common values and to foster a common culture where social responsibility can play an important role. These codes cannot be imposed but must correspond to the reality of the business under. It is difficult for a gap to be created between the speeches and the reality, leading to the de-involvement of managers.