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Organizational Cultural Crossvergence And Innovation: Evidence From Japanese Multinationals In Emerging Markets

Author

Listed:
  • Koichi NAKAGAWA

    (Osaka University, Osaka, Japan)

  • Kazumi TADA

    (Hokusei Gakuen University, Hokkaido, Japan)

  • Hiroyuki FUKUCHI

    (Hitotsubashi University, Tokyo, Japan)

Abstract

This study investigates the potential of organizational cultural crossvergence for local market innovation. For surviving in heterogeneous local context, multinational corporation subsidiaries are required to realize innovation for local market. From the cross-cultural point of view, there exist three options: Convergence on parent company’s culture, divergence from it, and crossvergence which refers to the mixture of it and local society’s culture. We hypothesized that organizational cultural crossvergence would perform best among them, since it can enable subsidiaries to take advantage of both cultural homogeneity and heterogeneity. We examined it using the sample of 162 Japanese subsidiaries in emerging markets that gave a suitable ground for examining cultural power.

Suggested Citation

  • Koichi NAKAGAWA & Kazumi TADA & Hiroyuki FUKUCHI, 2017. "Organizational Cultural Crossvergence And Innovation: Evidence From Japanese Multinationals In Emerging Markets," CrossCultural Management Journal, Fundația Română pentru Inteligența Afacerii, Editorial Department, issue 1, pages 47-57, June.
    • Handle: RePEc:cmj:journl:y:2017:i:11:p:47-57
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    References listed on IDEAS

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    More about this item

    Keywords

    Emerging markets; Japanese multinational corporation; Local market innovation; Organizational cultural crossvergence; Subsidiary management;
    All these keywords.

    JEL classification:

    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General

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