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Boundary-crossing and the localization of capabilities in a Japanese multinational firm

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  • Jacky F.L. Hong
  • Robin Stanley Snell

Abstract

We conducted a case study to explore the challenges encountered by a foreign subsidiary of a Japanese multinational firm when localizing its organizational capabilities in China. Drawing on the concepts of boundaries and boundary-crossing, we identify pragmatic and cultural knowledge boundaries, which denied opportunities for the host-country employees to contribute their local expertise to augment the firm's core capabilities within the domains of research and development and operational protocols. However, within those domains that were regarded as complementary to or peripheral to the firm's core capabilities, host-country employees were granted more scope to cross the associated pragmatic boundaries.

Suggested Citation

  • Jacky F.L. Hong & Robin Stanley Snell, 2015. "Boundary-crossing and the localization of capabilities in a Japanese multinational firm," Asia Pacific Business Review, Taylor & Francis Journals, vol. 21(3), pages 364-382, July.
    • Handle: RePEc:taf:apbizr:v:21:y:2015:i:3:p:364-382
    DOI: 10.1080/13602381.2015.1020193
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    1. Tetsuo Abo, 1994. "Sanyo’s Overseas Production Activities: Seven Large Plants in the US, Mexico, the UK, Germany, Spain and China," Palgrave Macmillan Books, in: Hellmut Schütte (ed.), The Global Competitiveness of the Asian Firm, chapter 12, pages 179-200, Palgrave Macmillan.
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    Cited by:

    1. Joey Soehardjojo & Rick Delbridge & Guglielmo Meardi, 2023. "The hidden layers of resistance to dominant HRM transfer: Evidence from Japanese management practice adoption in Indonesia," Economic and Industrial Democracy, Department of Economic History, Uppsala University, Sweden, vol. 44(3), pages 679-702, August.

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