Paradoxes and cultural challenges: case of Moroccan manager returnees and comparison with Chinese returnees

Abstract

This paper aims to study the phenomenon of cultural adaptation in management practices among managers who studied abroad and came back to their country of origin. It will analyse, in the Moroccan context, if managers suffer from local business practices. This paper will shed light on what managers have done in terms of behaviour, strategy and key factors of success to overcome cultural gaps. These Moroccan managers, well-educated and steeped in western culture, find themselves out of line from the way local organisations are managed. The paper will point out three major management paradoxes. A comparison with Chinese returnees will show to what extend both phenomenon are close and how managers adapted their leadership style regardless of the cultural differences between countries. This research aims to answer the following question: Why do traditional managerial concepts taught in western universities may not work as expected in a different cultural context?