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This paper aims to unpack the organization of an multinational enterprise (MNE) and confront its meso‐level complexity of structures and strategies. It seeks to uncover…
This paper aims to unpack the organization of an multinational enterprise (MNE) and confront its meso‐level complexity of structures and strategies. It seeks to uncover how the glocalization process unfolds, which are the mechanisms at its base and the outcomes in terms of stability, convergence or divergence in strategies and structures.
Through a case study research design, the paper investigates strategic change in an Italian MNE from 2005 to 2011. In 2008 and 2010, extensive data on organizational configurations were also collected. Overall, the paper analyses the glocalized blending of corporate and subsidiary strategies and organizational structures. Attention is also paid to the cognitive, political and institutional mechanisms that accounted for this process before and during the late‐2000 financial crisis.
Glocalization, largely interpreted as an in‐between process compromising between homogeneous global standards and heterogeneous local traditions, unfolds as a beyond process leading to divergent outcomes outside the poles of an imagined local‐global continuum. The mechanisms driving strategic change partly differ from those usually described in strategic change literature emphasizing managerial cognition. Sensegiving from the center is found to be proactive during economic expansion and reactive during economic downturn. Following change initiation, cognitive mechanisms are “taken over” by political and institutional ones. Paradoxically, local societal‐specific patterns of organization and strategy were preserved due to the actions of powerful central HQ actors.
A theory of institutional‐bound strategic change within MNEs is outlined.
Seeking an answer to the question “how does organizational identity change?” we analyze the visual identity marker of universities, namely logos, as time-related artifacts…
Seeking an answer to the question “how does organizational identity change?” we analyze the visual identity marker of universities, namely logos, as time-related artifacts embodying visual scripts. Engaging with the Stinchcombe hypothesis, we identify five processes to the creation of visual identities of organizations: In addition to (1) imprinting (enactment of the contemporary script) and (2) imprinting-cum-inertia (persistent enactment of epochal scripts), we also identify (3) renewal (enactment of an up-to-date epochal script), (4) historization (enactment of a recovered older epochal script), and (5) multiplicity (simultaneous enactment of multiple epochal scripts). We argue that these processes work together to produce contemporary heterogeneity of visualized identity narratives of universities. We illustrate this, first, with a survey of the current-day logos of 814 university emblems in 20 countries from across the world. Second, drawing on archival and interview materials, we analyze the histories of exemplar university logos to illustrate the various time-related processes. Therefore, by interjecting history – as both time and process – into the analysis of the visualization of organizational identity, we both join with the phenomenological and semiotic analysis of visual material as well as demonstrate that history is not merely a fixed factor echoing imprinting and inertia but rather also includes several forms of engagement with temporality that are less deterministic. Overall, we argue that enactment engages with perceptions of time (imaginations of the past, present, and future) and with perceptions fixed by time (epochal imprinting and inertia) to produce heterogeneity in the visualization of organizational identity.
Kostova, Roth and Dacin called in 2008 for the advancement of a theoretical conception of the multinational corporation (MNC) that takes into account both power…
Kostova, Roth and Dacin called in 2008 for the advancement of a theoretical conception of the multinational corporation (MNC) that takes into account both power relationships among actors and the structure of its internal institutional field. While micro-political scholars of MNCs have started to answer the former part of the call regarding power, the second part has not been thoroughly addressed yet. Furthermore, the agentic aspects typical of power games and the structural aspects characterizing institutional fields have not been fully combined in a multi-level perspective of MNCs so far. Leaning on Bourdieu, we suggest an answer to the pending call. We theorize the MNC as a playing field of power emerging around the issue of finding a meta-rate of conversion of the actors’ capitals constituted in national fields. We conceive such issue field in a dynamic state due to the constant entry and exit of new players (e.g. through mergers, acquisitions or divestitures). This results in the need to continuously test the validity of exchange rates. The role of the metainstitutional field level of the MNC as a global category is also discussed.
Ideology is discussed as the missing link between material practices and symbolic constructions in defining institutional logics. Institutional streams are proposed as…
Ideology is discussed as the missing link between material practices and symbolic constructions in defining institutional logics. Institutional streams are proposed as disembedded institutional logics traveling as ideologies that are taken for granted. They affect specific (inter)action contexts on a global level providing institutional entrepreneurs and workers with symbolic elements to translate into local institutional arrangements. Such translations can give rise to institutional change. Local translation of nonlocal elements advances the interests of the elites of the “sending” institutional context, as well as it may advance those of the receiving one. Dominant transnational streams may or may not coalesce to form a global world order.
While there has been increased attention to emotions and institutions, the role of denial and repression of emotions has been overlooked. We argue that not only the…
While there has been increased attention to emotions and institutions, the role of denial and repression of emotions has been overlooked. We argue that not only the expression and the feeling of emotions, but also their control through denial contribute to stabilize institutional orders. The role denial plays is that of avoiding the emergence of disruptive emotions that might motivate a challenge to the status quo. Reflecting on the example of the livestock industry, we propose a theoretical model that identifies seeds for change in denied emotional contradictions in an integration of the cultural-relational and issue-based conceptions of organizational fields.
In this brief review, we do not attempt to provide a comprehensive overview of how the concept of ideology has developed in the different perspectives; this has been done…
In this brief review, we do not attempt to provide a comprehensive overview of how the concept of ideology has developed in the different perspectives; this has been done in several publications that classify and discuss ideology in great detail (see Chiapello, 2003; Thompson, 1996; Eagleton, 1991; Lenk, 1984; Therborn, 1980; Larrain, 1979, among many others). However, the brief sketch below is intended to help us find venues for combining theories of ideology and institutions. Furthermore, it helps us to place the chapters of this volume in this broader context.