DMCA
Centre for Business Management (2005)
BibTeX
@MISC{Paper05centrefor,
author = {Discussion Paper and Sp Iii and Organisationen Und Wissen and Christoph Dörrenbächer},
title = {Centre for Business Management},
year = {2005}
}
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Abstract
Beyond functional-structuralist approaches this paper sheds some light on micro political aspects of mandate development and learning processes in multinational corporations (MNC). As classical micro-political studies have shown, management behaviour and learning are not only constrained or enabled by certain structural and (national) cultural patterns, but have its own political agendas and are shaped by individual interests which leads to game playing, active or passive resistance and (re)negotiation of the ‘rules of the game’. Based on the assumption that actors are neither the organs of given structures nor acting fully autonomous, the paper focuses on how subsidiary managers interpret and integrate individual, organisational as well as home and host country institutional factors into certain strategies of action. By discussing critical events in mini case studies on mandate development and learning in German subsidiaries in France we will highlight the interactive dynamics
Keyphrases
business management mandate development multinational corporation political agenda management behaviour interactive dynamic learning process mini case study german subsidiary host country institutional factor subsidiary manager integrate individual game playing certain strategy individual interest classical micro-political study cultural pattern passive resistance critical event functional-structuralist approach micro political aspect
