The context
Exchanges made with partners from different professions or cultures are difficult due to the openness of markets, mergers and acquisitions, and the globalization of technical and commercial relationships. Issues ranging from the company’s culture to multicultural management express the heterogeneous nature of the company. Multicultural management seems to have the potential to become a key factor in performance. Companies committed to globalization face challenges related to training, and intellectual, scientific and cultural openness of the managerial elite, as well as other members of the company.
The objective
The Renault-Polytechnique-HEC Chair in “Multicultural Management and Corporate Performance” addresses this challenge. The Chair was created in June 2007 under the initiative of Carlos Ghosn, President of Renault, and in partnership with the Renault Foundation, the École Polytechnique and the Paris HEC School of Management. It welcomes students from these two prestigious institutions and encourages them to understand and implement managerial practices adapted to different economic realities as part of the dialogue between cultures and for economic performance. The Chair is supported by agreements made with prestigious foreign universities in countries who have strategic interest in the Renault-Nissan Alliance, particularly in Japan and India.
Through this partnership, students benefit from the experience of a group of international stature, who are leaders in their sector (1), and the influence of two of the largest schools in France to conduct research on the realities of globalization.
(1) The Renault-Nissan Alliance is the fourth automotive maker in the world together with its subsidiaries Dacia and Renault Samsung Motors.