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Today’s MNCs need to adopt smart ways of organizing to tap into the potential of their complex internal and external relationships. This requires MNCs to identify the relevant relationships and to develop appropriate relational skills and capabilities. Hence this chapter addresses two key questions: what kind of relational structures and qualities are conducive to value creation, and how can MNCs best develop and utilize their complex relationships?

The chapter reviews the main developments in the area of MNC organizing to date. Subsequently three examples of novel on-going research into MNC relationships are presented. Finally avenues for future research and links to related areas in international business research are discussed.

The relational perspective on the MNC is well-established. Past research, however, has mostly taken the view of the headquarters-subsidiary dyad without fully conceptualizing the multiplicity of relationships and interdependencies of individuals, groups, and units in the MNC. This chapter uncovers the relational skills required to improve MNC value creation abilities by influencing and leveraging connections among disparate units and individuals to tap their expertise and creative potential. This includes insights into abilities for managing and balancing multiple networks, abilities for mobilizing relevant network actors when driving bottom-up processes, and abilities for facilitating connections and collaboration among different actors.

This chapter advances the understanding and practice of multinational organizing. It presents novel ways to systematically address the complexities and interdependencies of relational effects on the ability of MNCs to create value.

This chapter develops a sketch of a critical social ontology and contrasts it to a theory of sociality as presented in the work of Michael Brown. I argue that the ontology of our social forms requires categories for understanding them descriptively, functionally as well as in evaluative terms. I contend that a theory of power is needed for an understanding of the ontology of our social forms and that this can contribute to the construction of a more critical social ontology. I argue that a critical social ontology is a more attractive and satisfying paradigm for critical theory than current post-metaphysical approaches that emphasize discourse, recognition or other neo-Idealistic aspects of human sociality.

Organizational fields are shaped by both the relations that organizations forge and the language they express. The structure and discourse of organizational fields have been studied before, but seldom in combination. We offer a methodological approach that integrates relations and expressions into a comprehensive visualization.

By mapping networks and discourse as co-constitutive, the method illuminates the mechanisms active in organizational fields. We utilize social impact evaluation as an issue field shaped by the presence of an interstitial community, and compare this structure with simulated alternative field configurations.

The simulations reveal that variation in organizations’ openness to adopting concepts from adjacent meaning systems alters field configurations: differentiation manifests under conditions of low overall openness, whereas moderate receptivity produces hybridizations of discourses and sometimes the emergence of an interstitial community that bridges domains. If certain organizations are open while others remain focused on their original discourse, then we observe integration in the discursive domain of the invariant organizations.

The observations from the simulations are represented by visualizing organizational fields as topographies of meaning, onto which interorganizational relations are layered. This representation localizes organizations and their interactions in a cultural space while emphasizing how meanings of relationships and organizational expressions vary with different field configurations. By adding meaning to network data, the resulting maps open new perspectives for institutional research on the adaptation, translation, and diffusion of concepts.

Market participants form conceptualizations of the products exchanged within product markets. Strategy scholars have begun to investigate how these product conceptual systems influence firm strategic behavior. Much of this work characterize these concepts as categories and theorize that the strategic implications derive from the potential penalties of not fitting into a category. This view has limitations in that it does not fully address the other cognitive tasks that concepts perform as well as other system-level characteristics of the conceptual systems. This chapter addresses these limitations by framing the use of concepts as part of the interpretive processes that enable market exchange. It develops a system-view of product concepts and then shows how the structure of the product categorical system influences the interpretation of product concepts. It introduces new mechanisms centered on cognitive processing that influence strategic action within product markets.

In this chapter we examine various human resource management (HRM) implications involved in the leadership of fluid teams. Leadership of fluid teams, which are distinguished by their dynamic composition, requires consideration of issues that may not be as pertinent for stable teams. In particular, we focus on the concept of familiarity. Composing and leading teams with members exhibiting varying degrees of familiarity with one another creates obstacles to effective and efficient functioning and may ultimately lead to poor performance. With this in mind, leaders must pay particular attention to issues of coordination, and composition such that a broad range of generalizable teamwork skills exists within the team. Within this chapter, we explain the concepts of fluid teams, team leadership within fluid teams, and other relevant concepts related to the formation of familiarity. Next, we thoroughly review extant empirical and theoretical research within these areas. We identify areas of correspondence among the various concepts and findings of the reviewed studies and generate an integrated model of fluid team leadership. To conclude, we highlight the distinct HRM implications associated with the use, and leadership, of fluid teams.

Studies have shown that actors who affiliate with multiple categories generally do so at their own peril. Still, category spanning is routinely observed, although it is less understood. We address this gap by a longitudinal study of category spanning among nanotube technology inventors. Our results highlight the importance of the evolving structure of category relationships, actor embeddedness within the structure, and interactions with other factors, including the attractiveness of related categories. When a category is relationally similar to others, associated inventors are more likely to engage in category spanning, whereas when a category is dissimilar, inventors are more likely to remain within it.

In Western liberal democracies over the last decade or so, community development, housing policy and neighbourhood renewal have been increasingly underscored by a philosophy of participatory decision-making (see Imre & Raco, 2003; Lo Piccolo & Thomas, 2003; Maginn, 2004). At one level, it appears that central and local governments have experienced a policy and democratic epiphany. This is reflected in a ‘new’ acknowledgment that ‘when citizens themselves are the key to the quality of neighbourhoods, a new avenue of policy intervention is opened up’ (Lelieveldt, 2004, p. 534; see also Crenson, 1983). In this context, participatory models of decision-making are seen as having the potential to ‘empower’ local residents who were previously the subject of ‘top-down’ or command and control forms of planning (Healey, 1999; Meredyth, Ewing, & Thomas, 2004; Barry, Osborne, & Rose, 1996; Rose, 1996; Dean, 2002). On another level, however, there is caution, suspicion even, about this paradigm shift. A perception exists that governments are essentially displacing, redistributing and/or retreating from their historical welfare responsibilities (Chaskin, 2003, 2001; Fraser, Lepofsky, Lick, & Williams, 2003; Pierre, 1999).

The decisive antidualism in Bourdieu’s thought permits searching for the complementary traits of his theory of symbolic social system and symbolic interactionism, rather than opposition. The theory of the symbolic social system, which is characterized by the double structure of meanings in the order of social relations and its symbolic representation in the narrower sense, has many convergent points of view with the symbolic interactionists’ perspective, starting with the category of habitus. Conceptual frameworks of structuralist constructivism and symbolic interactionism have one major difference – in Bourdieu’s theory the individual self is not inscribed. There are, however, strong common premises in terms of epistemology, theory of meaning and social ontology. Both epistemologies are antidualistic and relativistic (antiessentialism). Both approaches are based on a common theory of the social origin of meaning (anticognitivism). Both social ontologies are constructivist (social construction of reality). However, Bourdieu’s concept of symbolic struggle for control over the commonsense world-view introduces a new, political dimension to interpretive sociology.

Sustainability has become an ever-increasing issue in today's world. Countries across the world have had to refocus on sustainability due to the new pressures of climate change. In recent decades, numerous different institutions have become the architectural framework for the promotion and implementation of sustainability in society, namely: governments, non-government organizations, universities, social enterprises, and the private sector. One of the key drivers of sustainability is social enterprise education. This driver has become vital in higher education, as it enables the learner to understand the complex processes of sustainability. This chapter critically explores the interlocking relationship of social enterprise and sustainability. The authors of this chapter present findings from their UKIERI research project entitled “The Benefits of Modifying Social Enterprise within Higher Education's Social Sciences Curriculum.” Moreover, the authors argue that social enterprise can have a real influence in the achievement of the 17 Sustainable Development Goals (SDGs), which were set out by the United Nations in 2015.