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Modèles de management et stratégies identitaires des salariés des centres d’appels prestataires en Tunisie

Abstract : Thanks to its social and fiscal advantages and the quality of its workforce, Tunisia has become a preferred destination for western companies. Indeed, in the last few years, the latter subcontracted Tunisia to perform part or all of its service activities. This has led to the development, on the Tunisian territory, of a large number of offshore call centres. From Tunisia, these companies perform activities to gain new customers, retain existing ones, provide technical support, perform debt collection, surveys and cold calling, etc... on behalf of Western companies. Those Tunisian companies agree to provide an equivalent – or better - service quality than to the one offered in their home country. Consequently, they inevitably need to adapt to the cultural characteristics of their western clients. Therefore, their employees must constantly adjust to the cultural codes of their foreign customers. In fact, they have to simultaneously handle their Tunisian identity and those of their customers, and limit the potential contradictions between the two. To manage these contradictions, they usually develop identity strategies, which are defence mechanisms to minimize divergence between the two cultures. This thesis is the result of a qualitative survey conducted between 2010 and 2012 with 85 employees from four call centres for Western companies off shored to Tunisia. It studied the potential existence of a relationship between identity strategies developed by these workers and the management style practiced by their companies. The existence of this relationship is confirmed by our results. Indeed, they reveal that an offshore call centre management model is likely to influence the identity strategies developed by its employees. They also show that different managerial models trigger different identity strategies. Hence, a global management style is more likely to generate strategies rejecting the foreign culture. However, paternalistic management and mosaic management styles are more likely to lead to identity strategy in favour of the foreign culture. Finally, a bureaucratic management style is likely to generate mixed strategies, in favour of either the foreign culture or of the local culture.
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Sara Nyobe. Modèles de management et stratégies identitaires des salariés des centres d’appels prestataires en Tunisie. Gestion et management. Aix Marseille Université, Faculté Sciences économiques et de Gestion; LEST UMR 7317, 2014. Français. ⟨tel-01686339⟩

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