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2012 | 4 | nr 3 | 5--14
Tytuł artykułu

Accepted and Strong Organisational Culture in Multinational Corporations

Treść / Zawartość
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
The magnitude of organisational culture, whose significant role is reflected in multicultural entities, particularly multinational corporations (MNCs), is widely discussed in the field literature. Nevertheless, implementing corporate culture into foreign units of such entities encounters exceptional obstacles. Therefore, the aim of this article is to identify the barriers to and the determinants of building an accepted and strong corporate culture. The deliberations are based on the literature review and the empirical findings from the author's research. The empirical part of this article presents the local perspective, namely the viewpoints of managers in foreign subsidiaries of MNCs operating on the Polish market. (original abstract)
Rocznik
Tom
4
Numer
Strony
5--14
Opis fizyczny
Twórcy
  • Gdansk School of Banking; Gdansk University of Technology
Bibliografia
  • Alvesson M. (2002), Understanding Organizational Culture, London: Sage.
  • Berson Y. et al. (2004), 'Reflections of organizational identity and national culture on managerial roles in a multinational corporation', Academy of Management Best Conference Paper.
  • Boojihawon D.K. et al. (2007), 'Characteristics and influences of multinational subsidiary entrepreneurial culture: The case of the advertising sector', International Business Review, no. 16, pp. 549-572.
  • Chatman J.A., Cha S.E. (2003), 'Leading by leverage culture', California Management Review, 45(4), pp. 20-34.
  • Czerska M. (2003), Zmiana kulturowa w organizacji. Wyzwanie dla współczesnego menedżera, Warszawa: Difin.
  • Glińska-Neweś A. (2007), Kulturowe uwarunkowania zarządzania wiedzą w organizacjach, Toruń: TNOiK, Dom Organizatora.
  • Hajro A., Pudelko M. (2009), 'Multinational teams in the context of organizational culture: A multi-company case study', Best Paper Proceedings, Academy of Management Annual Meeting.
  • Hofstede G. (2012) Culture [Online], Available: http://www.geerthofstede.nl/culture.aspx [21 Jun 2012]
  • Lau Ch-M., Ngo H-Y. (1996), 'One country many cultures: organizational cultures of firms of different country origins', International Business Review, vol. 5, no. 5, pp. 469-486.
  • Kopp R. (1994), 'International Human Resource policies and practices in Japanese, European, and United States multinationals', Human Resource Management, Winter, vol. 33, no. 4, pp. 581-599.
  • McFarlin D.B., Sweeney P.H. (2006), International Management. Strategic Opportunities and Cultural Challenges, Boston-New York: Houghton Mifflin Company.
  • Michailova S., Minbaeva D.B. (2012), 'Organizational values and knowledge sharing in multinational corporations: The Danisco case, International Business Review, no. 21, pp. 59-70.
  • Nohira N., Ghoshal S., (1997), The Differentiated Network. Organizing Multinational Corporations for Value Creation, San Francisco: Jossey-Bass Publishers.
  • Rozkwitalska M. (2009), 'Cultural dilemmas of International Management', Journal of Intercultural Management, vol. 1, no. 1, April, pp. 91-99.
  • Rozkwitalska M. (2010), 'Barriers of cross-cultural interactions according to the research findings', Journal of Intercultural Management, vol. 2, no. 2, November, pp. 37-52.
  • Rozkwitalska M. (2011), Bariery w zarządzaniu międzykulturowym. Perspektywa filii zagranicznych korporacji transnarodowych, Warszawa: Oficyna - Wolters Kluwer.
  • Rozkwitalska M. (ed.) (2013), Intercultural Management Issues, Warszawa: Difin, [the book in print].
  • Sikorski Cz. (2006), Kultura organizacyjna, Warszawa: C.H. Beck.
  • Scheffknecht S. (2007), 'Multinational enterprises - organizational culture vs. national cultures', International Journal of Management Cases, vol. 9, issue 3/4, pp. 73-78.
  • Shimoni B. (2001), 'The representation of cultures in international and cross cultural management: Hybridisations of management cultures in Thailand and Israel', Journal of International Management no. 17, pp. 30-41.
  • Sřrensen J.B. (2002), 'The strength of corporate culture and the reliability of firm performance', Administrative Science Quarterly, no. 47, pp. 70-91.
  • Stahl G.K. and Voigt A. (2008), 'Do cultural differences matter in mergers and acquisitions? A tentative model and examination', Organization Science, vol. 19 no. 1, pp. 160-176.
  • Sułkowski Ł. (2002), Kulturowa zmienność organizacji, Warszawa: PWE.
  • Sułkowski Ł. (2012), 'Organizational culture and the trend of Critical Management Studies', Journal of Intercultural Management, vol. 4, no. 4, February 2012, pp. 91-101.
  • Taylor S. et al. (2008), 'Employee commitment in MNCs: Impacts of organizational culture, HRM and top management orientations', The International Journal of Human Resource Management, vol. 19, no. 4, April, pp. 501-527.
  • Welch D.E., Welch L.S. (1997), 'Being flexible and accommodating diversity: The challenge for multinational management', European Management Journal, 15(6), pp. 677-685.
  • Welch D.E., Welch L.S. (2006), 'Commitment for hire? The viability of corporate culture as a MNC control mechanism', International Business Review, no. 15, pp. 14-28.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171422342

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