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10/20/2009 note.7.IB literature review Pt.1 yt桑啊,如果你起床的时候看见这个了 = =,你也就得知我在为这个table彻夜奋斗了 因而也就得知我今天早上去不了Plaza了 因而也就得知今天下午我必然在睡觉了 因而也就得知我去不了ACLO进行体育运动了 我会在晚饭时间起床跟你会合然后IBIEB然后继续彻夜IEB然后上课... 然后我竟然又只有一晚上可以用来IE... 然后周末竟然还得用来搞IEB那proposal...以及咱IB的其它部分... 杀生丸大人,你现在要是不把我救走,我就要步入naraku的路子了... 1.Kostova & Roth, 2002 Point of departure: Previous researchers have discussed institutional complexity primarily at the level of MNCs rather than focused on MNCs subsidiaries. K & R were specifically interested in a situation in which a parent company is transferring, and actually imposing, an organizational practice on its subsidiaries worldwide. Main questions: --How do subsidiaries respond to the parent mandate to adopt a practice, given the multiplicity of institutional pressures? --What are the particular factors that shape subsidiaries' adoption response? Theoretical focus: Institutional theory --Organizational practice; 3 types of adoption processes. --External institutional context VS. internal relational context in the organization. Data: The data were obtained from 2 surveys: senior subsidiary managers; non managerial employees. --10 countries, 104 subsidiaries --1,070 senior managers (534 mail and on-site procedures responses) --7,509 employees (3,238) Findings: The empirical results shows that both dimensions of practice adoption, implementation and internalization, vary across foreign subsidiaries as a result of 2 factors--the institutional environment in the host country and the relational context within the MNC. Implications: --They have provided some ideas of how to examine institutional duality and its effects on MNC subsidiaries. --This study examined institutional duality related to a single practice and did not address possible positive or negative spillover effects from other practices that are being used or diffused. 2.Morgan & Kristensen, 2007 Point of departure: Organization theory still has difficulties dealing with multinationals as distinctive organizations. This research has been to construct a model of the multinational in which there are multiple sites of micro-politics resulting from the clash between different actors within the firm utilizing resources derived from their institutional and organizational context to pursue their own agendas. Main questions: --Go further than simply identifying the existence of micro-politics based on institutional difference. --Provide a framework that can inform the study of multinationals from an institutionalist perspective, capturing the variety of levels involved in the analysis as well as the key relationships. Theoretical focus: Institutional theory --Organizational institutionalism VS. comparative historical institutionalism. --Boy Scout subsidiaries VS. Subversive strategists. Data: No data but pure theory analysis Findings: --The problems of institutional duality within multinationals emerge in a variety of forms of micro-politics. --This development of micro-politics is a distinctive feature of the current economy. Implications: Institutionalist theory can make a fundamental contribution to the understanding of multinationals. 3.Dörrenbächer & Gammelgaard, 2006 Point of departure: Base on the White and Poynter (1984) typology, which indicates that subsidiaries are limited in their activities, markets and product ranges, and further restrictions on decision making rights exist as well. Main questions: --How do the three factors of localization advantages, subsidiary capabilities and headquarters' realized strategies affect the three kinds of scope changes? --How and why do micro-political headquarters-subsidiary negotiating processes influence ormodify headquarters' intended strategies with regard to subsidiary role development? Theoretical focus: --Foreign direct investment theory --The resource-based view --Micro-political processes --Interrelated effects Three interrelated reasons to explain such role changes: (1) subsidiary capabilities, (2) host-country localization advantages and (3) headquarters' realized strategies Data: Interviews with 65 managers in 11 German headquarters and their 13 Hungarian subsidiaries Findings: --As increases in product and value-added scope are most frequent and given that subsidiary capabilities play a relatively strong role, a reasonable starting point for subsidiary managers in peripheral countries to enhance their subsidiary's role might be to concentrate improvement activities on manufacturing and R&D-related capabilities. --Knowing about the dominance of headquarters' intended strategies should not stop subsidiary managers from developing detailed ideas and taking initiatives towards the development of their subsidiary's role. Implications: --The individual discussion of their cases makes clear that subsidiary role development is not the progression from one role to another as maintained. --Integrating micro-political headquarter-subsidiary negotiations into their explanatory model introduces the element of irrationally into subsidiary role development. --Investigating the modifying effect of micro-political negotiation processes on headquarters' realized strategy refines their knowledge on decision making processes concerning subsidiary role development. 4.Ferner, Almond, Colling & Edwards, 2005 Point of departure: To examines the policies towards unions and collective representation in US multinationals in the UK. Main questions: --How far does non-unionism in US MNCs in the UK reflect features of the US business system in which these firms are rooted, and how far is it a local response to the constraints and possibilities of the UK host environment? --How do home and host influences interact in determining actual practice? --What is the relationship between ‘national-institutional’influences, both from the host and parent environments, and more micro-level, organizational factors? Theoretical focus: --Comparative institutionalism --Power and interests perspective --Micro-organizational level: management of meaning --institutional ‘multiplicity’ Data: Detailed case-study data --Five companies. --Nearly 140 semi-structured interviews. Findings: --Macro-institutional frameworks are themselves evolving. --Macro-institutional pressures are passed through the prism of actors’ beliefs and interests at the micro-level of the organization. Implications: 2 considerations have wider implications for the IR and HRM practices of foreign multinationals beyond the specific issue of union relations. 嘛 内容先列出来,晚饭后咱俩再精炼合体,我去吃点儿东西然后看看IE吧还是,暂时睡不了觉了 TrackbacksThe trackback URL for this entry is: http://lollisic.spaces.live.com/blog/cns!7E30FC29D1308055!3812.trak Weblogs that reference this entry
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