Change management in MNCs: How global convergence intertwines with national diversities

Human Relations

Volumn 56, Issue 7, 2003, Pages 807-838

  Geppert, Mike ^a   Matten, Dirk ^b   Williams, Karen ^a  

^a SWANSEA UNIVERSITY   (United Kingdom)

^b UNIVERSITY OF NOTTINGHAM   (United Kingdom)

Author keywords

Anglo German comparison; Change management in MNCs; National institutions

Indexed keywords

EID: 0141542761     PISSN: 00187267     EISSN: None     Source Type: Journal    
DOI: 10.1177/00187267030567003     Document Type: Article

References (42)

1. Bartlett, C. & Ghoshal, S. Managing across borders: The transnational solution (2nd edn). Boston: Harvard Business School Press, 1989.
2. Becker-Ritterspach, F., Lange, K. & Lohr, K. Do European corporate coordination and control systems converge? Paper presented at the founding conference of EURAM, Barcelona, 2001.
3. Birkinshaw, J. & Fry, N. Subsidiary to develop new markets. Sloan Management Review, 1998, 51-61.
4. Birkinshaw, J. & Hood, N. Unleash innovation in foreign subsidiaries. Harvard Business Review, 2001, 3, 131-7.
5. Boddewyn, J.J. & Iyer, G. International-business research: Beyond déjà vu. Management International Review, 1999, 39(Special Issue/2), 161-84.
6. Buckley, P.J. & Chapman, M. Theory and method in international business research. International Business Review, 1999, 5(3), 233-45.
7. Child, J. Theorizing about organizations cross-nationally. In R.B. Peterson (Ed.), Advances in international comparative management (Vol. 13). Stamford, CT: JAI Press, 2000, pp. 27-75.
8. Child, J. & Yan, Y. National and transnational effects in international business: Indications from Sino-foreign joint ventures. Management International Review, 2001, 41(1), 53-75.
9. Edwards, T. & Ferner, A. The renewed 'American challenge': A review of employment practices in US multinationals. Paper presented at the 50th British Universities Industrial Relations Association Annual Conference, Warwick, 2000.
10. Edwards, T. & Ferner, A. Wall Street, 'short-termism' and the management of labour in American multinationals. ESRC Transnational Communities Programme Conference, Warwick, 2001.
11. Geppert, M., Matten, D. & Williams, K. The design of work systems in national subsidiaries of multinational companies: Globalisation, national institutions and managerial choice. Swansea: EBMS Working Paper 2001/7, 2001a.
12. Geppert, M., Williams, K. & Matten, D. The social construction of change management in MNCs: An Anglo-German comparison. Swansea: EBMS Working Paper 2001/9,2001b.
13. Held, D. & McGrew, A.G. The global transformations reader: An introduction to the globalization debate. Cambridge: Polity Press, 2000.
14. Iwer, F. Innovationstrends in der aufzugsindustrie und folgen für die beschäftigungssituation. Projektabschluβbericht (Innovation trends in the lift industry and consequences for employment. Project report). Stuttgart: IG-Metall, 2000.
15. Lane, C. European business systems: Britain and Germany compared. In R. Whitley (Ed.), European business systems. London: Sage, 1992, pp. 64-97.
16. Lane, C. Understanding the globalization strategies of German and British multinational companies. In M. Maurice & A. Sorge (Eds), Embedding organizations: Societal analysis of actors, organizations, and socio-economic content. Amsterdam/Philadelphia: John Benjamins, 2000, pp. 188-208.
17. Laurila, J. & Ropponen, M. Sustaining homogeneity in the forms of foreign expansion: Some evidence from the Finnish-based forest industries. ESRC Transnational Communities Programme Conference, Warwick, 2001.
18. Lilja, K., Räsänen, K. & Tainio, R. A dominant business recipe: The forest sector in Finland. In R. Whitley (Ed.), European business systems. London: Sage, 1992, pp. 137-54.
19. Lilja, K. & Tainio, R. The nature of the typical Finnish firm. In P.H. Kristensen (Ed.), The changing European firm. London: Routledge, 1996, pp. 159-91.
20. McGrew, A.G. Globalization and territorial democracy: An introduction. In A.G. McGrew (Ed.), The transformation of democracy? Globalization and territorial democracy, Cambridge: Polity Press, 1997, pp. 1-24.
21. Marschan, R., Welch, D. & Welch, L. Language: The forgotten factor in multinational management. European Management Journal, 1997, 15(5), 591-8.
22. Marschan, R., Welch, D. & Welch, L. In the shadow: The impact of language on structure, power and communication in the multinational. International Business Review, 1999, 8, 421-40.
23. Morgan, G., Kelly, B., Sharpe, D. & Whitley, R. Multinationals as organizations. ESRC Transnational Communities Programme Conference, Warwick, 2001.
24. Mueller, F. Societal effect, organisational effect, and globalization. Organization Studies, 1994, 15(3), 407-28.
25. Nohria, N. & Ghoshal, S. The differentiated network. Organizing multinational corporations for value creation. San Francisco: Jossey-Bass, 1997.
26. Ohmae, K. The borderless world: Power and strategy in the interlinked economy. New York: Free Press, 1990.
27. Parker, B. Globalization and business practice: Managing across boundaries. London: Sage, 1998.
28. Rank, O. Rollentypologien von tochtergesellschaften (Typologies of subsidiary roles). Stuttgart: Edition 451, 1999.
29. Rugman, A.M. The end of globalisation. London: Random House, 2000.
30. Scherer, A.G. & Smid, M. The downward spiral and the U.S. model business principles - Why MNEs should take responsibility for improvement of world-wide social and environmental conditions. Management International Review, 2000, 40, 351-71.
31. Sorge, A. Arbeit, organisation und arbeitsbeziehungen in Ostdeutschland (Antrittsvorlesung 24. Mai 1993) (Work, organization and employment relations in East Germany (Inaugural lecture 24 May 1993)). Berlin: Humboldt-Universität, 1993.
32. Sorge, A. Cross-national differences in personnel and organization. In A.-W. Harzing & J. van Ruysseveldt (Eds), International human resource management. An integrated approach. London: Sage, 1995, pp. 99-123.
33. Sorge, A. Societal effects in cross-national organization studies: Conceptualizing diversity in actors and systems. In R. Whitley & P.H. Kristensen (Eds), The changing European firm. London: Routledge, 1996, pp. 67-86.
34. Sorge, A. The diabolical dialectics of societal effects. In M. Maurice & A. Sorge (Eds), Embedding organizations: Societal analysis of actors, organizations, and socioeconomic content. Amsterdam/Philadelphia: John Benjamins, 2000, pp. 37-56.
35. Sorge, A. & Streeck, W. Industrial relations and technical change: The case for an extended perspective. In R. Hyman & W. Streeck (Eds), New technology and industrial relations. Oxford: Blackwell, 1988, pp. 19-47.
36. Tainio, R. Effects of foreign portfolio investors on Finnish companies and their management. Paper presented at the 17th EGOS Colloquium, Lyon, 2001.
37. Tayeb, M. English culture and business organizations. In D.J. Hickson (Ed.), Management in Western Europe. Society, culture and organization in twelve nations. Berlin/New York: De Gruyter, 1993, pp. 47-64.
38. Warner, M. & Campbell, A. German management. In D.J. Hickson (Ed.), Management in Western Europe. Society, culture and organization in twelve nations. Berlin/New York: De Gruyter, 1993, pp. 89-108.
39. Whitley, R. (Ed.) European business systems. London: Sage, 1992.
40. Whitley, R. Divergent capitalisms. The social structuring and change of business systems. Oxford: Oxford University Press, 1999.
41. Whittington, R. & Mayer, M. The European corporation: Strategy, structure, and social science. Oxford: Oxford University Press, 2000.
42. Zürn, M. Was ist denationalisierung und wieviel gibt es davon? (What is de-nationalization and how far does it reach?). Soziale Welt, 1997, 48, 337-60.