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Temporal Dynamics of Crossvergence: Institutionalizing MNC Integration Strategies in Post-Crisis ASEAN

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  • Tim Andrews

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  • Nartnalin Chompusri
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    Abstract

    This study utilizes the temporal lens afforded by the unprecedented pace of the Asian financial crisis to re-conceptualize the convergence-divergence-crossvergence (CDC) framework. Grounded at the Western-headquartered ASEAN subsidiary, CDC is hypothesized as a dialectical progression comprising Western corporate culture (‘convergence’) ASEAN societal culture (‘divergence’) and ending with the institutionalization of these forces (‘crossvergence’) as a transient re-equilibrium. Against a backdrop of increasing macro-level turbulence, the CDC dialectic is then fed through a dyadic cycle of environmental shocks and organizational responses. Managerial implications are discussed along with suggestions for future research. Copyright Springer Science + Business Media, Inc. 2005

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    File URL: http://hdl.handle.net/10.1007/s10490-005-6415-7
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    Bibliographic Info

    Article provided by Springer in its journal Asia Pacific Journal of Management.

    Volume (Year): 22 (2005)
    Issue (Month): 1 (January)
    Pages: 5-22

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    Handle: RePEc:kap:asiapa:v:22:y:2005:i:1:p:5-22

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    Postal: P.O. Box 17, 3300 AA Dordrecht, the Netherlands
    Web page: http://www.springerlink.com/link.asp?id=106589

    Related research

    Keywords: convergence-divergence-crossvergence; cross-cultural organizational change; dialectical progression; institutionalization; multinational corporations; ASEAN;

    References

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    1. Luis R G�mez-Mejia & Leslie E Palich, 1997. "Cultural Diversity and the Performance of Multinational Firms," Journal of International Business Studies, Palgrave Macmillan, vol. 28(2), pages 309-335, June.
    2. Robertson, Christopher J. & Al-Khatib, Jamal A. & Al-Habib, Mohammed & Lanoue, Darryl, 2001. "Beliefs about work in the Middle East and the convergence versus divergence of values," Journal of World Business, Elsevier, vol. 36(3), pages 223-244, October.
    3. Mark Heuer & Jeffrey L Cummings & Winfred Hutabarat, 1999. "Cultural Stability or Change Among Managers in Indonesia?," Journal of International Business Studies, Palgrave Macmillan, vol. 30(3), pages 599-610, September.
    4. Bruton, Garry D. & Ahlstrom, David & Wan, Johnny C. C., 2001. "Turnaround success of large and midsize Chinese owned firms: evidence from Hong Kong and Thailand," Journal of World Business, Elsevier, vol. 36(2), pages 146-165, July.
    5. K Kim & J-H Park & J E Prescott, 2003. "The global integration of business functions: a study of multinational businesses in integrated global industries," Journal of International Business Studies, Palgrave Macmillan, vol. 34(4), pages 327-344, July.
    6. Karen L Newman & Stanley D Nollen, 1996. "Culture and Congruence: The Fit Between Management Practices and national Culture," Journal of International Business Studies, Palgrave Macmillan, vol. 27(4), pages 753-779, December.
    7. Andrew C Inkpen, 2001. "A Note on Ranking the International Business Journals," Journal of International Business Studies, Palgrave Macmillan, vol. 32(1), pages 193-196, March.
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    Cited by:
    1. Pawan Budhwar & Yaw Debrah, 2009. "Future research on human resource management systems in Asia," Asia Pacific Journal of Management, Springer, vol. 26(2), pages 197-218, June.
    2. Ralston, David A. & Egri, Carolyn P. & Casado, Tania & Fu, Pingping & Wangenheim, Florian, 2009. "The impact of life stage and societal culture on subordinate influence ethics: A study of Brazil, China, Germany, and the U.S," Journal of International Management, Elsevier, vol. 15(4), pages 374-386, December.
    3. Kim, Chung Hee & Amaeshi, Kenneth & Harris, Simon & Suh, Chang-Jin, 2013. "CSR and the national institutional context: The case of South Korea," Journal of Business Research, Elsevier, vol. 66(12), pages 2581-2591.

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