Strategy, power and negotiation: social control and expatriate managers in a German multinational corporation

Moore, Fiona

doi:10.1080/09585190500521359

Cited by 36 publications

(26 citation statements)

References 20 publications

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“…Moore 2006;Banai and Reisel 1993). In fact, recognition of the relevance of strategic orientations in International Business dates back to the early work of Perlmutter (1969) who identified different types of multinationals and multinational firm behaviour based on the strategic orientations and attitudes of managers.…”

Section: Career Aspiration and Strategic Orientationmentioning

confidence: 97%

“…In line with this argument, case study evidence reported by Dörrenbächer and Geppert (2009) shows that expatriates, given certain biographical characteristics, fiercely fight for their subsidiaries in intra-firm competition and even resist or circumvent related headquarters decisions. Similarly, Moore (2006) argued that expatriates rather than simply representing headquarters will vary with regard to their orientation (also over time) depending on their own interests, for example in terms of career advancement.…”

Section: Career Aspiration and Strategic Orientationmentioning

confidence: 98%

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An Organizational Politics Perspective on Intra-firm Competition in Multinational Corporations

Becker-Ritterspach

Dörrenbächer

2011

Manag Int Rev

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0Reviewing the International Business (IB) literature on intra-firm competition as well as the more extensive literature on subsidiary mandate change, the paper uncovers that both literature streams so far pay rather little systematic attention to the political dimension of intra-firm competition. 0Taking a micro-political perspective, an alternative framework is developed that helps to identify key actors, their behavioral rationales and the contextual conditions that inform such rationales in intra-firm competition. 0 Specifically, we argue that subsidiary managers' ability to mobilize resources (based on their resource exchange relationships) within and outside the multinational corporation (MNC) and their willingness to employ these in favor of the subsidiary (based on their strategic orientation) form an important strategic asset in intra-firm competition. 0 Further, we argue that the subsidiary manager's resource exchange relationships and their strategic orientation-in combination understood as different resource mobilization strategies-are informed by their career path, position and aspiration.

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Section: Career Aspiration and Strategic Orientationmentioning

confidence: 97%

Section: Career Aspiration and Strategic Orientationmentioning

confidence: 98%

An Organizational Politics Perspective on Intra-firm Competition in Multinational Corporations

Becker-Ritterspach

Dörrenbächer

2011

Manag Int Rev

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“…However, there is the question (as raised by Sackmann & Phillips, 2004 regarding all qualitative studies) of how generalisable this material is, although studies of similar issues in different organisations (e.g. Moore, 2006;Sharpe, 2006) do suggest that it may point to general patterns of behaviour. Finally, it might be worth considering what international business can learn from studies of industrial relations, and of the role of workers in MNCs.…”

Section: Implications Of the Study And Directions For Further Researchmentioning

confidence: 94%

“…The deployment, possession and withholding of knowledge were used as aspects of the Goffmanian strategies of individuals to negotiate areas of power within the branch, while the negotiation of culture took place through the imposition of identities upon others, and efforts to, instead, promote one's self-created identity as definitive, thus expanding on and adding complexity to the arguments of Goffman (1956), Jenkins (1996 and Moore (2006). Furthermore, as indicated in Fig.…”

Section: Knowledge Power and Identity: Who Rules In Cowley Work?mentioning

confidence: 97%

Identity, knowledge and strategy in the UK subsidiary of an Anglo-German automobile manufacturer

Moore

2012

International Business Review

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“…Similarly, an in-depth study by Moore (2006) shows that PCNs do not primarily fulfill their role as control organs of the headquarters, but that they strategically use their position between the local and the headquarters management to follow their own personal aims and motivations. Additionally, Black and Gregersen (1992) as well as Loveridge (2006) demonstrated that a headquarters orientation is only with those PCNs that do not go native (e.g.…”

Section: Staffing Foreign Subsidiaries and Subsidiary Initiative-takingmentioning

confidence: 99%

Subsidiary staffing and initiative‐taking in multinational corporations

Dörrenbächer

Geppert

2010

Personnel Review

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Purpose -This paper explores the personal motives of subsidiary CEOs in taking initiatives in multinational corporations. In essence, the paper proposes that subsidiary initiative-taking is strongly driven by the sociopolitical positioning of subsidiary CEOs, which consists of specific 'social aspects' that account for the basic orientation that subsidiary CEOs maintain in initiative-taking, as well as 'political aspects' that affect the ability of subsidiary CEOs to strategize and the ways they do it in the highly politicized processes of initiative-taking.Design/methodology/approach -The paper is based on four exploratory case studies undertaken in German subsidiaries in France. Applying a matched pair approach we compare two subsidiaries run by parent country nationals (PCNs) with two subsidiaries run by host country nationals (HCNs).Findings -The paper demonstrates that the nationality of the subsidiary CEO alone does not explain subsidiary CEOs initiative-taking behaviour. Other factors that make up the socio-political positioning of subsidiary CEOs, such as career aspiration, career orientation, access to resources and specific skills to form internal and local coalitions, as well as 'external' coalitions with the headquarters, need to be considered as well. 2Research limitations/implications -Given the qualitative research design and exploratory nature of our study there are limits to how far the findings can be generalized and applied elsewhere. More in-depth research is needed to further develop the socio-political perspective put forward here, especially to more closely analyze the interplay of actors' (CEOs') socio-political positioning approaches within different contexts of subsidiary initiative-taking.Originality/value -The socio-political perspective proposed here goes beyond and extends existing IRHM approaches, which narrowly focus on the overarching impact of nationality as a predictor of differences in the behaviour of subsidiary CEOs.

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Strategy, power and negotiation: social control and expatriate managers in a German multinational corporation

Cited by 36 publications

References 20 publications

An Organizational Politics Perspective on Intra-firm Competition in Multinational Corporations

An Organizational Politics Perspective on Intra-firm Competition in Multinational Corporations

Identity, knowledge and strategy in the UK subsidiary of an Anglo-German automobile manufacturer

Subsidiary staffing and initiative‐taking in multinational corporations

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