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The Differentiated Network: Organizing Multinational Corporations for Value Creation

Published on Feb 19, 1997
Refik Culpan9
Estimated H-index: 9
(PSU: Pennsylvania State University)
Abstract
Preface. The Differentiated Network. DISTRIBUTED INNOVATION IN THE DIFFERENTIATED NETWORK. Distributed Innovation in Multinational Corporations (MNCs). Optimal Slack for Distributed Innovation. Creation, Adoption, and Diffusion of Innovations Across the MNC. DIFFERENTIATION AND INTEGRATION. Internal Differentiation Within the MNC. Formal Structure and Shared Values. Integration Through Interunit Communication. Integration Through Interpersonal Networks. LIMITS AND EXTENSIONS OF THE DIFFERENTIATED NETWORK. Requisite Complexity. Beyond the Differentiated Network. Methodological Appendix. References. The Author. Index.
  • References (2)
  • Citations (563)
References2
Newest
Published on Mar 1, 1995
Christopher A. Bartlett30
Estimated H-index: 30
,
Sumantra Ghoshal51
Estimated H-index: 51
Part 1 The Strategic Imperatives Chapter 1 Expanding Abroad: Motivations, Means, and Mentalities Case 1-1 Lincoln Electric Case 1-2 Jollibee Foods Corporation (A): International Expansion Case 1-3 Acer, Inc.: Taiwan's Rampaging Dragon Case 1-4 Research in Motion: Managing Explosive Growth Reading 1-1 The Tortuous Evolution of the Multinational Corporation Reading 1-2 Distance Still Matters: The Hard Reality of Global Expansion Reading 1-3 When You Shouldn't Go Global Chapter 2 Understanding the ...
408 Citations
Published on Jan 1, 1967
Paul R. Lawrence19
Estimated H-index: 19
,
Jay W. Lorsch23
Estimated H-index: 23
3,107 Citations
Cited By563
Newest
Published on Nov 1, 2019in Journal of World Business 5.79
Randi Lunnan12
Estimated H-index: 12
(BI Norwegian Business School),
Sara L. McGaughey8
Estimated H-index: 8
(Griffith University)
Abstract We investigate how a brand-owning MNE can coordinate and safeguard exchanges in its international production network following a decline in formal authority and a shift in ‘hub firm’ status to another member of the network. Our empirical material is drawn from a case study of a Norwegian shipbuilder. We illuminate what mechanisms are used by a network orchestrator in a peripheral position with limited formal authority, when they are used, and by whom they are developed and deployed. Our...
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Published on Jul 1, 2019in Journal of Business Research 4.03
Enrico Baraldi15
Estimated H-index: 15
(Uppsala University),
Milena Ratajczak-Mrozek5
Estimated H-index: 5
(Poznań University of Economics)
Abstract This study aims to develop a more dynamic and relational view of centers of excellence (CoE) within multinational enterprises (MNEs), that is, business units with specific and highly valuable competencies and knowledge, which are transferred and leveraged by other units of the MNE. We employ a longitudinal case study to analyze how, between 1986 and 2014, an external supplier progressively became a CoE within IKEA and even improved this role, thereby becoming increasingly important for ...
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Published on Jun 1, 2019in International Business Review 3.64
Chang Hoon Oh21
Estimated H-index: 21
(SFU: Simon Fraser University),
Minyoung Kim7
Estimated H-index: 7
(KU: University of Kansas),
Jiyoung Shin1
Estimated H-index: 1
(UG: University of Groningen)
Abstract In this paper, we investigate how firms’ international expansion paths and their geographic scope differ across industries, with longitudinal data from 1999 to 2008 for Fortune Global 500 firms. We first classify firms into three generic paths of international expansion based on the industry characteristics (i.e., institution-driven, capability-driven, and linkage-driven ). We then investigate the differences in three generic international expansion paths and geographic scope with descr...
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Published on Jun 1, 2019in Industrial and Corporate Change 1.82
Katarina Blomkvist7
Estimated H-index: 7
(Uppsala University),
Philip Kappen8
Estimated H-index: 8
(Uppsala University),
Ivo Zander8
Estimated H-index: 8
(Uppsala University)
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Sven Horak6
Estimated H-index: 6
(St. John's University),
Inju Yang6
Estimated H-index: 6
AbstractFramed by institutional theory, this study reassesses the influence of seniority on (HRM) in South Korea today. We analyze first the overall influence of seniority in business, second its significance for career progression (i.e. promotion), and third its relation to individual performance orientation. By conducting in-depth interviews among local and expatriate managers, we find that the role of seniority is still pronounced. Seniority-based promotion remains significant, and individual...
3 Citations Source Cite
Published on May 1, 2019in Journal of International Management 2.83
Jong Min Lee1
Estimated H-index: 1
(University of Reading),
Jong Min Lee
Abstract Although it is well established in the current staffing literature that why and how multinational enterprises (MNEs) allocate more or fewer expatriates in some subsidiaries than others, little is known about why and how some MNEs utilize more or fewer expatriates than other MNEs. This paper builds on regionalization theory to argue that intra- and inter-regional diversification has to do with the overall use of expatriates in MNEs. An empirical investigation of Korean MNEs demonstrates ...
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Zhi Yang (HUST: Huazhong University of Science and Technology), Tian Wei (Fudan University)
AbstractThis study examines the relationship between foreign ownership and External Knowledge Acquisition (EKA) in China, and posits that international subsidiaries and local firms exhibit different rationales with regard to EKA. Using nationwide enterprise survey data on 320 Chinese firms, this study tests a model developed from resource dependency theory and institutional theory. We find that foreign ownership positively affects EKA, and that this relationship is moderated by both institution ...
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Published on Feb 1, 2019in Journal of International Business Studies 7.72
Larissa Rabbiosi9
Estimated H-index: 9
(CBS: Copenhagen Business School),
Grazia D. Santangelo18
Estimated H-index: 18
(University of Catania)
Abstract Multinational enterprises (MNEs) operating in more corrupt host (than home) countries face actual costs related to processing information for decision-making, and lack of local legitimacy, and potential reputation and legal costs in case of corruption scandals. Drawing on the organizational perspective of corruption, we argue that greater subsidiary autonomy helps minimize these costs. However, headquarter (HQ)–subsidiary communication weakens the autonomy-based advantages for minimizin...
3 Citations Source Cite
Published on Jan 1, 2019
Dónal O’Brien1
Estimated H-index: 1
,
Pamela Scott Sharkey , Ulf Andersson (MDH: Mälardalen University College)
To date, the rich subsidiary literature has largely overlooked the individual entrepreneurial behaviours required by subsidiary managers to build crucial linkages and access vital knowledge. This chapter addresses this issue and takes a microfoundational approach to develop a typology of subsidiary managers’ attentional engagement on key boundary spanning strategic activities. By substantiating middle managers’ strategic activities outside the realm of the direct TMT perspective, the chapter pro...
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Published on Dec 1, 2018in Journal of World Business 5.79
Dana Minbaeva17
Estimated H-index: 17
(CBS: Copenhagen Business School),
Larissa Rabbiosi9
Estimated H-index: 9
(CBS: Copenhagen Business School),
Günter K. Stahl28
Estimated H-index: 28
We argue that a perceived misalignment between a multinational corporation’s espoused values and how those values are lived in the subsidiary has detrimental effects on group outcomes, specifically groups’ affective organizational commitment. Using data from 1760 work groups in the foreign subsidiaries of a large European MNC, we find support to our hypotheses and show that when there is a misalignment between a particular espoused value and the lived value, and the value at stake is central to ...
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