Abstract
After closing up the 1998 exercise, Renault's profits increased by 68%. Its chairman, L. Schweitzer, is now looking for a partner to become a global player, and then initiate negotiation with Nissan. A. Maher, from Oxford Automotive Services, contended, "It's a fast-track route to become a global player". Indeed the combination would create the fourth-largest automaker. Strategic choice or single alternative: Schweitzer is aware of the risks of failures and the need for an efficient structure and management. That will be the responsibility of C. Ghosn management, multicultural and "multi-corporate" successful leader in the auto industry (Michelin, Renault, Nissan) known for cost killing profitability-oriented restructuration, successfully implemented through a specific management. The purpose of this report is to analyze the specificity of the Renault-Nissan Strategic alliance with a particular attention to HRM approaches and the practice of the organizational and strategic integration. Therefore, the analysis, supported by academies researches, will focus on two striking issues from this unique case: The organizational challenge of the specific "hybrid? form of alliance, and the organizational and national cultural challenge in the integration process of a multinational hybrid entity.
