Anmerkungen:
Nach Informationen von SSRN wurde die ursprüngliche Fassung des Dokuments June 1, 2005 erstellt
Beschreibung:
The transfer of value-infused organizational practices across cultural boundaries is a key element of MNC coordination by socialization and informal networks. Research on practices transfer in MNCs has recently focused on institutional theory identifying the direct effects of institutional, cultural and organizational determinants on practices transfer success. This focus on macro- and meso-level variables, in our view, neglects the micro-level dimensions of practices transfer, in particular, the conflicts arising during practices transfer processes due to the heterogeneity of individual interests, rationalities and values of local actors in international subsidiaries. In this paper, we develop a comprehensive theoretical framework on MNC practices transfer that (i) reintroduces a systematic micro-political perspective into practice transfer research, (ii) focuses on the dynamic transfer process itself instead of on macro-level influences, and (iii) conceptualizes the practices transfer process in MNCs as inherently conflictual. Drawing from an empirical study on value-infused practices transfer from a German MNC headquarter to its Japanese subsidiary we analyze the involved actors' behavioral responses ranging from open resistance against the proposed practice to ignorance or continued below-the-line conflict. The results demonstrate that apart from institutional level variables, practices transfer outcomes depend heavily on the actors' individual perception and interpretation of the conflict potential arising from the practices transfer initiative and their micro-level strategizing in handling these conflicts