Author(s): Ben Ameur Ahlem
The recognition of cultural diversity is attracting the growing interest of several researchers in the fields of anthropology, sociology and psychology. Indeed, the literature shows that the neglect of cultural specificities leads to the inadaptation of expatriate executives to the new cultural, social and societal context and consequently, to the failure of international operations. Organizational social support is a physical, emotional or symbolic contribution made by the superior, colleagues and the organization of origin on their behalf. It is then a crucial factor in the success of expatriate executives in their international mission. The purpose of this article is to understand the extent to which organizational social support contributes to the consideration of local cultural specificities. The results of an exploratory study conducted among 33 expatriate executives in some subsidiaries located in Tunisia show that in terms of recognition of cultural diversity, the role played by the superior, colleagues and the home organization is limited, insufficient and in some cases non-existent. The managerial implications of the results of this research will be highlighted.