The Limits of Convergence: Globalization and Organizational Change in Argentina, South Korea, and Spain

By Mauro F. Guillén. 2001

243 citations recorded by the source corpus.

Subfields: Political Science and International Relations

View Paper: https://www.semanticscholar.org/paper/3896a7cdc5385d342bebc76ee14ae66083f1be2a

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In Political Science and International Relations

Citations in the corpus

Sources of Rationalized Governance: Cross-National Longitudinal Analyses, 1985–2002 (2006, background): “Management ideologies, for example, have been described as rather distinctly related to local structures and traditions (Biggart and Guillén, 1999; Guillén, 2001), hence reflecting the limits to global convergence.”
Multinational Enterprises and Local Contexts: The Opportunities and Challenges of Multiple Embeddedness (2011, unknown): “Thus, it is more useful to view globalization as ‘a process leading to greater interdependence and mutual awareness (reflexivity) among economic, political and social units in the world, and among actors in general’ (Guillén, 2001).”
Culture, meaning, and institutions: Executive rationale in Germany and Japan (2009, unknown): “It is this variety that needs to be explained, and in simple terms its basis is now conceived as either (a) different philosophies about the purposes and methods of economic action (e.g., Estevez-Abe, Iversen, and Soskice, 2001; Fligstein, 2001; Guillén, 2001; Biggart and Delbridge, 2004; Sorge, 200”
Experience, imitation, and the sequence of foreign entry: wholly owned and joint-venture manufacturing by South Korean firms and business groups in China, 1987–1995 (2003, unknown): “In the specific case of the South Korean chaebol, there is evidence to indicate that information and experiences flow within groups from one company to another (Guillén, 2001, 76–82).”
Uneven Geographies of Organizational Practice: Explaining the Cross-National Transfer and Diffusion of ISO 9000 (2005, background): “Access to telephones, faxes, e-mail, and the Internet increases the likelihood of interactions between adopters and potential adopters in different nation-states and, therefore, of distanciated learning (Guillén 2001; Amin and Cohendet 2004).”
Making a Technological Catch‐up: Barriers and opportunities (2005, background): “As the OEM experiences of other two automobile makers (Daewoo and Kia) in the 1980s shows, Just doing OEM exports does not automatically lead to bringing up in-house development and marketing capabilities (Guillen 2001).”
Bringing institutions into performance persistence research: Exploring the impact of product, financial, and labor market institutions (2010, background): “This study was limited to studying the impact of formal institutions in the product and factor markets, but numerous other institutional elements are probably important, especially informal institutions (Guillén, 2001).”
Learning about the institutional environment (2000, background): “…" (Kogut and Singh, 1988:414) or the adoption of three paradigms of organizational management: scientific management, human relations and structural analysis (Guillén, 1994), illustrate the difficulty with which models of management are transferred from one nation to another (Guillén, 2001).”
The power of the Buckley and Casson thesis: the ability to manage institutional idiosyncrasies (2003, background): “Cultural and other social institutional differences may play a similar role (Guillén, 1994, 2001; Kogut and Singh, 1988).”