The article focuses on the way in which multinational corporations (MNCs) and local parent firms interact in the construction and operation of international joint ventures (IJVs). It seeks to contribute to the theory of IJV process in two ways. First, it constructs a preliminary integrative theoretical framework, which draws attention to the roles of initial venture conditions, of political, learning and relationship processes and parental perceptions of efficiency and equity. Second, it infers theoretical lessons from a case study of a German-Czech IJV. The empirical findings highlight the role of critical events that stimulate sensemaking processes, which in turn politicise the IJV and create different dynamic patterns.
...), their climate and values (Parkhe 1991; Johnson et al. 1996; Fey/Beamish 2000; Pothukuchi et al. 2...
...London: Pinter. . Lundvall, B., Johnson, B., Andersen, E. S., & Dalum, B. (2002). National...
... resources of the "developmental state" (Johnson, 1982) were mobilized to modernize the infrastruct...
... manner with firm size, Czinkota and Johnson (1983) find that firm size is not a determinant of...
The financial crisis is a crisis of governance as well. In search of answers and solutions many scholars and practitioners recommend improved output control, i.e. better external incentives or even stricter regulations. Monasteries demonstrate that alternative models may be more suitable to enhance sustainable governance quality and to reduce agency problems. In the long history of monasteries, some abbots and monks were known to line their own pockets and some monasteries were undisciplined. Monasteries developed special systems to combat these excesses thus ensuring their survival over centuries. We study these features from an economic perspective. Derived from an analysis of the Benedictine monastery of Engelberg we offer three improvements of applied governance designed to reduce a...
...2006; Johnson et al. 2006; Yermack 1997). Second, independent bo...
...In D. Albarracin, B. T. Johnson, & M. P. Zanna (Eds.), The handbook of attitudes (...
Subsidiary managers are faced with complex managerial roles involving both the interests of the multinational corporation (MNC) and the subsidiary. This paper suggests complex roles are best fulfilled when managers develop dual organizational identification towards both entities. Based on a conceptualization of dual organizational identification in terms of relative magnitude, the effect of dual identification on subsidiary manager roles and role conflict is tested. Results indicate that high identification with both entities is associated with high role fulfillment and that similarity in organizational identities directly affects role conflict.
... entities simultaneously (e.g., Ashforth/Johnson 2001 , George/Chattopadhyay 2005, Hornsey/Hogg 200...
This article presents the results of a qualitative research project aimed at examining how Human Resource (HR) practitioners interpret HR strategy and strategic change. We will illustrate how they develop HR strategy by relying on a system of shared practices which, in turn, constitute the underlying relational dynamics. We argue that HR strategy is embedded in a (rhetorical) network of middle and top managers from HR departments and corresponding operational departments. This implies that HR strategy happens in a social process, more precisely in practices -in-use. Drawing on a systemic constructionist framework, the article discusses the nature of practices -in-use and presents findings from an inductive analysis of a qualitative HR study. The qualitative nature enabled us to shed lig...
... interest in strategy as social practice (Johnson et al. 2007; Jarzabkowski 2005; Hendry 2000) gives...
This article evaluates to what extent Resource Dependence Theory (RDT) is able to explain organizational processes and structures. The evaluation criteria are the empirical corroboration of the theory, its information content and generality, but also how realistic the assumptions of the RDT are. The evaluation shows that the theory is empirically well confirmed. On the whole, Resource Dependence Theory significantly contributes to explaining behavior, structure, stability, and change of organizations.
... extend the theory to symbolic resources (Johnson 1995). Clegg/Rura-Polley (1998: 541) criticize tha...
... fast vergessene Blueslegende Blind Willie Johnson. Die Kombination des Bandnamens mit dem letzten St...
ver las páginas en versión mobile | web
ver las páginas en versión mobile | web
© Copyright 2012, vLex. Alle Rechte vorbehalten.
vLex-Inhalte Deutschland
vLex durchsuchen
Für Berufstätige
Für Mitglieder
Andere interessante Suchvorgänge:
lesotho tourism | staatsbibliothek zu berlin | hubschrauber mieten | apotheken | Korrespondenz | distribution de l'eau potable | morti | Production artisanale | Droit pénal militaire | óxido de etileno
