TY  - CHAP
AB  - This paper explores the empirical relationships between the global orientation of the top management team, geocentrism of the staffing and promotion system, and boundary spanning structures and processes with the individual outcome variables of employee commitment to, and excitement about, their job and organization in ten units of two highly diversified high-technology Japanese multinational corporations. The results from the study show that employee perceptions of the top management team’s global orientation, geocentrism, and boundary spanning structures and processes influence individual attitudes of employees in Japanese MNCs. The implications of these results for further research and managerial practice are discussed.
VL  - 17
SN  - 978-0-76231-157-6, 978-1-84950-309-9/1571-5027
DO  - 10.1016/S0747-7929(04)17011-X
UR  - https://doi.org/10.1016/S0747-7929(04)17011-X
AU  - Beechler Schon
AU  - Levy Orly
AU  - Taylor Sully
AU  - Boyaçigiller Nakiye
ED  - Tom Roehl
ED  - Allan Bird
PY  - 2004
Y1  - 2004/01/01
TI  - DOES IT REALLY MATTER IF JAPANESE MNCs THINK GLOBALLY?
T2  - Japanese Firms in Transition: Responding to the Globalization Challenge
T3  - Advances in International Management
PB  - Emerald Group Publishing Limited
SP  - 261
EP  - 288
Y2  - 2024/04/24
ER  -