Structuring For Glocalization: The Minimal Network
AbstractGlobalization and localization seem to be opposite concepts – a thesis and its antithesis. Nonetheless, managers seem to be able to handle the paradox posed by these two contradicting tensions by enacting, via action, a synthesis that allows for the co-presence of a high level of global integration and local adaptation (instead of a compromise between both), which has been labeled glocalization. We discuss how the concept of improvisation allows this synthesis by developing the two poles that ground it, namely ‘glocal’ strategy and ‘glocal’ organization. Global advantage requires a dialectical capability that organizations rarely achieve, and the importance of which orthodox management theory rarely recognizes. JEL codes:
Download InfoIf you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
Bibliographic InfoPaper provided by Universidade Nova de Lisboa, Faculdade de Economia in its series FEUNL Working Paper Series with number wp536.
Length: 37 pages
Date of creation: 2008
Date of revision:
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- A. E. Fernández Jilberto, 1991. "Introduction," International Journal of Political Economy, M.E. Sharpe, Inc., vol. 21(1), pages 3-9, April.
- Geoffrey Jones & Tarun Khanna, 2006. "Bringing history (back) into international business," Journal of International Business Studies, Palgrave Macmillan, vol. 37(4), pages 453-468, July.
- Torben Juul Andersen, 2004. "Integrating Decentralized Strategy Making and Strategic Planning Processes in Dynamic Environments," Journal of Management Studies, Wiley Blackwell, vol. 41(8), pages 1271-1299, December.
- Rabinra N Kanungo & Richard W Wright, 1983. "A Cross-Cultural Comparative Study of Managerial Job Attitudes," Journal of International Business Studies, Palgrave Macmillan, vol. 14(2), pages 115-129, June.
- Andersson, Ulf & Forsgren, Mats & Pedersen, Torben, 2001. "Subsidiary performance in multinational corporations: the importance of technology embeddedness," International Business Review, Elsevier, vol. 10(1), pages 3-23, February.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Sean Story).
If references are entirely missing, you can add them using this form.