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Socio-political processes in international management in post-socialist contexts: Knowledge, learning and transnational institution building


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  • Clark, Ed
  • Geppert, Mike
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    This paper contributes to the recent debates and emerging concepts in the international business literature by applying a social-institutionalist perspective that focuses on the processes of institution building in ventures between Western multinational corporations and post-socialist enterprises. It is argued that the knowledge and learning processes within these transnational sites are constitutive of the actual management and organizational practices that emerge in these social microcosms of transformation. In transition and other emerging economic contexts, international ventures are typically based on asymmetrical relationships, in which the balance of power is structurally weighted in favor of the MNC. Notwithstanding this dominance structure, constructing new practices within the transnational social space is a socio-political process involving power-holders such as senior managers representing the Western MNC and the local enterprise. The paper argues that the strategic orientations of these key power-holders are critical variables in explaining the diversity of concrete patterns of institution building on transnational sites.

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    Bibliographic Info

    Article provided by Elsevier in its journal Journal of International Management.

    Volume (Year): 12 (2006)
    Issue (Month): 3 (September)
    Pages: 340-357

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    Handle: RePEc:eee:intman:v:12:y:2006:i:3:p:340-357

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    Keywords: Socio-political processes Management learning Transnational institution building Multinational corporations Transition and emerging economies;


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    1. Dörr, Gerlinde & Kessel, Tanja, 2002. "Cooperation and asymmetry: The development profile of an East-West corporate project," Discussion Papers, Research Unit: Regulation of Work FS II 02-201, Social Science Research Center Berlin (WZB).
    2. Mike Crone & Stephen Roper, 2001. "Local Learning from Multinational Plants: Knowledge Transfers in the Supply Chain," Regional Studies, Taylor & Francis Journals, vol. 35(6), pages 535-548.
    3. Robert J. Pearce, 2001. "Looking inside the joint venture to help understand the link between inter-parent cooperation and performance," Journal of Management Studies, Wiley Blackwell, vol. 38(4), pages 557-582, 06.
    4. Jean L Johnson & John B Cullen & Tomoaki Sakano & Hideyuki Takenouchi, 1996. "Setting the Stage for Trust and Strategic Integration in Japanese-U.S. Cooperative Alliances," Journal of International Business Studies, Palgrave Macmillan, vol. 27(5), pages 981-1004, December.
    5. Wade M Danis & Arvind Parkhe, 2002. "Hungarian-Western Partnerships: A Grounded Theoretical Model of Integration Processes and Outcomes," Journal of International Business Studies, Palgrave Macmillan, vol. 33(3), pages 423-455, September.
    6. Gernot Grabher & David Stark, 1997. "Organizing Diversity: Evolutionary Theory, Network Analysis and Postsocialism," Regional Studies, Taylor & Francis Journals, vol. 31(5), pages 533-544.
    7. Jean L Johnson & John B Cullen & Tomoaki Sakano & Hideyuki Takenouchi, 1996. "Setting the Stage for Trust and Strategic Integration in Japanese-U.S. Cooperative Alliances," Journal of International Business Studies, Palgrave Macmillan, vol. 27(4), pages 981-1004, December.
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    Cited by:
    1. Koveshnikov, Alexei & Barner-Rasmussen, Wilhelm & Ehrnrooth, Mats & Mäkelä, Kristiina, 2012. "A framework of successful organizational practices in Western multinational companies operating in Russia," Journal of World Business, Elsevier, vol. 47(3), pages 371-382.


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