2019
DOI: 10.1108/cpoib-07-2019-0050
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Power struggles in the MNC – the contribution of a Bourdieusian perspective

Abstract: Purpose The purpose of this paper is to enhance Bourdieu’s Theory of Practice for the analysis of power in multinational corporations. Therefore, they adopt and apply the Theory of Practice on power struggles within the board as the key field of power within the multinational company (MNC), which is interwoven with power struggles at the intraorganizational and interorganizational level of an MNC and its environment. Design/methodology/approach This paper describes the main elements of Bourdieu’s Theory of P… Show more

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Cited by 4 publications
(2 citation statements)
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“…In a conceptual paper, Rego and Steger (2019) highlight the importance of studying power in relation to social capital. Furthermore, according to Blazejewski (2012), subsidiary managers’ ability to have a “dual identity” and shift between promotion- and prevention-based reactions to headquarters’ initiatives depending on the situation can either decrease or intensify and redirect the lines of conflict.…”
Section: Discussionmentioning
confidence: 99%
“…In a conceptual paper, Rego and Steger (2019) highlight the importance of studying power in relation to social capital. Furthermore, according to Blazejewski (2012), subsidiary managers’ ability to have a “dual identity” and shift between promotion- and prevention-based reactions to headquarters’ initiatives depending on the situation can either decrease or intensify and redirect the lines of conflict.…”
Section: Discussionmentioning
confidence: 99%
“…This bottom-up trajectory suggests that we study MNCs as “contested terrains” (Edwards and Bélanger, 2009) or as “societies” (Morgan and Kristensen, 2009) with not just one central power unit but diverse power centres each with a different set of influential actors and where subsidiaries perpetually bargain with HQs that have little ability or interest to exert full control. Although studies on power within the MNC primarily focus on the power of subsidiaries (Bouquet and Birkinshaw, 2008; Dörrenbächer and Gammelgaard, 2011; Rego and Steger, 2019), few studies focus on how the HQs manage their subsidiaries without formal authority (the right to decide).…”
Section: Theoretical Frameworkmentioning
confidence: 99%