Purpose In the mainstream international business literature on multinational corporations (MNCs), an authoritative central headquarter (HQ) that transfers standardised practices to its subsidiaries remains the norm. This study aims to explore how MNCs coordinate their management practices through principles. Design/methodology/approach The paper draws on empirical findings from a qualitative in-depth single case study based on evidence-rich qualitative data including observations from how a high-tech MNC headquartered in Sweden coordinates its development practices. Findings An alternative informal coordination approach (i.e. coordination by principles) is identified. Additionally, antecedents and implications of the approach are presented. Practical implications Coordination by Principles may facilitate the internalisation of practices and be a feasible compromise between context adaptation and traditional standardisation, particularly for MNCs with highly heterogeneous research and development operations. Originality/value This paper highlights the importance of acknowledging that firm practices often are based on management ideas that HQs adopt to prevent loss of legitimacy. As such, this study contributes to the scarce literature that critically questions the assumption that HQs solely transfer practices to subsidiaries to improve subsidiary efficiency and performance.

Poster abstractswere rated to enable highly diagnostic confidence (82.9%), and produce better image quality for the near field image (94.3%), the far field image (88.6%), and overall (94.3%). Conclusions: The current study described an objective method of comparing image quality acquired using different sonographic technologies. Ultrasound transducer incorporated with PureWave Crystal technology produces significantly better image quality for diagnostic purpose.

Purpose This paper aims to contribute to the multinational company (MNC) literature by studying the diffusion of a management idea within an MNC and its interaction with the MNC’s corporate immune system (CIS). Design/methodology/approach The qualitative single case study draws on evidence of how a management idea augments within an MNC and changes its development practice. Findings The study identifies four phases of the diffusion process and presents the interaction between the management idea and the CIS in each phase. Practical implications The more subsidiaries within an MNC that take the initiative to adopt a management idea, the harder will it become for the headquarters (HQ) to reject it. Thus, to ensure that changes in management practices are based on informed and, ideally, deliberate decisions, managers should critically evaluate management ideas immediately at inception. Originality/value The study breaks new ground by explaining how the CIS reacts to the diffusion of management ideas in MNCs.

Considering the spread of the grey wolf (Canis lupus) in Europe over the past 30 years, Luxembourg took some measures to prepare for the return of this apex predator, including the establishment of a management plan that notably addresses the issue of wolf depredation on livestock. Here we present the results of genetic analyses of putative wolf saliva, hair and scat samples collected from or near prey carcasses between 2015 and 2020. In two cases, the wolf was confirmed via DNA analysis: in July 2017 near Garnich and in April 2020 near Niederanven, both assigned to category C1 (hard evidence). A third case was classified as C2 (confirmed observation) based on prey carcass characteristics, while genetic analysis yielded no result. These are the first confirmed records of wolves in Luxemburg since 1893. Moreover, the two C1-cases originated from the Alpine (Garnich) and Central European (Niederanven) populations. Given similar developments in the neighboring countries and regions, we conclude that the area including the Benelux countries as well as Rhineland-Palatinate, Saarland and Northern France may well become a melting pot for wolves of the two aforementioned populations in the coming years and decades.

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