The Social Construction of Contextual Rationalities in MNCs: An Anglo‐German Comparison of Subsidiary Choice*

By M. Geppert, Karen Williams, Dirk Matten. 2003

184 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Public Administration

View Paper: https://www.semanticscholar.org/paper/aec5721c4cbc54184e3e65e7103e29913b7260f6

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In Communication

In Organizational Behavior and Human Resource Management

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Citations in the corpus

The Cognitive Perspective in Strategy: An Integrative Review (2011, background): “Extreme differences in perceptions of identity between managing and marketing directors of theaters contributed to poor performance in a study by Voss, Cable, and Voss (2006), and organizational identity inhibited attempts to graft knowledge (Nag et al.”
Subsidiary responses to institutional duality: Collective representation practices of US multinationals in Britain and Germany (2006, background): “In this respect, the enthusiasm with which German subsidiary managers in our case studies have conformed to parent company demands stands in contrast to the findings of Geppert et al. (2003).”
Micro-politics and conflicts in multinational corporations: Current debates, re-framing, and contributions of this special issue (2006, background): “…and the industrial policy of the national government – influence the MNC's forms of control (e.g. Dörrenbächer, 2000; Harzing and Sorge, 2003), work systems (e.g. Geppert et al., 2003), production systems (e.g. Hollingsworth and Boyer, 1997) and employment practices (e.g. Edwards and Ferner, 2002).”
Global, national and local practices in multinational corporations: towards a sociopolitical framework (2006, methodology): “We have published papers about various aspects of this research elsewhere (Geppert et al., 2002, 2003a, 2003b) and want to confine ourselves here to the questions raised earlier in this paper: how does the overall strategy of the MNC as well as the institutional environment of the NBS at subsidiary…”
Human resource management in US subsidiaries in Europe and Australia: centralisation or autonomy? (2008, background): “Similarly, Child, Faulkner, and Pitkethly (2001) and Geppert, Williams, and Mattern (2003) demonstrate the influence of the country-oforigin effect on the application of home country practices to subsidiaries.”