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Organisational Learning in Japanese MNCs: Four Affiliate Archetypes

In: Multinational Corporate Evolution and Subsidiary Development

Author

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  • Schon Beechler
  • Allan Bird
  • Sully Taylor

Abstract

For much of the history of international business, academics have focused on the foreign direct investment decision. While the decision to expand overseas is an important one, it is only the first step in a long journey for multinational company (MNC) managers. Setting up the necessary systems for managing the overseas affiliate and ensuring that it contributes to organisational goals are much longer-term, more complicated issues that have only recently received the scholarly attention they deserve.

Suggested Citation

  • Schon Beechler & Allan Bird & Sully Taylor, 1998. "Organisational Learning in Japanese MNCs: Four Affiliate Archetypes," Palgrave Macmillan Books, in: Julian Birkinshaw & Neil Hood (ed.), Multinational Corporate Evolution and Subsidiary Development, chapter 13, pages 333-366, Palgrave Macmillan.
  • Handle: RePEc:pal:palchp:978-1-349-26467-4_13
    DOI: 10.1007/978-1-349-26467-4_13
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    Cited by:

    1. Olejniczak Tomasz & Itohisa Masato, 2017. "Hybridization Revisited: New Insights from the Evolutionary Approach," Journal of Management and Business Administration. Central Europe, Sciendo, vol. 25(2), pages 43-62, June.

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