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Introduction and Overview

In: Organization Theory and the Multinational Corporation

Author

Listed:
  • Sumantra Ghoshal
  • D. Eleanor Westney

Abstract

As an organization that operates simultaneously in many diverse environments, the multinational corporation (MNC) would seem to be promising territory for testing and developing organization theories, particularly theories about the relationships between organizations and their environments; and yet organization theory and the study of the MNC have not had a particularly close relationship. Organization theorists have rarely taken the MNC as an arena for study. Theorists who have focused on case studies of individual organizations have found the MNC’s size and complexity forbidding, whereas those favouring large-sample quantitative studies have preferred to look at categories of organizations with much larger populations.

Suggested Citation

  • Sumantra Ghoshal & D. Eleanor Westney, 1993. "Introduction and Overview," Palgrave Macmillan Books, in: Sumantra Ghoshal & D. Eleanor Westney (ed.), Organization Theory and the Multinational Corporation, chapter 1, pages 1-23, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-349-22557-6_1
    DOI: 10.1007/978-1-349-22557-6_1
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    Citations

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    Cited by:

    1. Trautmann, Gerhard & Bals, Lydia & Hartmann, Evi, 2009. "Global sourcing in integrated network structures: The case of hybrid purchasing organizations," Journal of International Management, Elsevier, vol. 15(2), pages 194-208, June.
    2. repec:dau:papers:123456789/2093 is not listed on IDEAS
    3. Andersson, Ulf & Forsgren, Mats, 1996. "Subsidiary embeddedness and control in the multinational corporation," International Business Review, Elsevier, vol. 5(5), pages 487-508, October.
    4. Mendenhall, Mark E. & Reiche, B. Sebastian & Bird, Allan & Osland, Joyce S., 2012. "Defining the “global” in global leadership," Journal of World Business, Elsevier, vol. 47(4), pages 493-503.
    5. repec:dau:papers:123456789/2455 is not listed on IDEAS
    6. Roger Schweizer, 2010. "Headquarters–Subsidiary Relationships during Dramatic Strategic Changes—The Local Implementation of a Global Merger between MNCs in India," Review of Market Integration, India Development Foundation, vol. 2(1), pages 101-134, April.
    7. à sta Dís Óladóttir, 2010. "Integrative Capacity as a Moving Force in Newly Formed Icelandic Multinational Enterprises," Review of Market Integration, India Development Foundation, vol. 2(1), pages 135-172, April.
    8. Sakakibara, Mariko & Serwin, Kenneth, 2000. "U.S. Distribution Entry Strategy of Japanese Manufacturing Firms: The Role of Keiretsu," Journal of the Japanese and International Economies, Elsevier, vol. 14(1), pages 43-72, March.
    9. Ambos, Tina C. & Ambos, Björn, 2009. "The impact of distance on knowledge transfer effectiveness in multinational corporations," Journal of International Management, Elsevier, vol. 15(1), pages 1-14, March.
    10. Nachum, Lilach & Keeble, David, 2003. "MNE linkages and localised clusters: foreign and indigenous firms in the media cluster of Central London," Journal of International Management, Elsevier, vol. 9(2), pages 171-192.
    11. Manev, Ivan M., 2003. "The managerial network in a multinational enterprise and the resource profiles of subsidiaries," Journal of International Management, Elsevier, vol. 9(2), pages 133-151.
    12. Tseng, C. -H. & Yu, C-M. J. & Seetoo, D. H. W., 2002. "The relationships between types of network organization and adoption of management mechanisms: an empirical study of knowledge transactions of MNC's subsidiaries in Taiwan," International Business Review, Elsevier, vol. 11(2), pages 211-230, April.

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