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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

Abstract

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.

Suggested Citation

  • Clark, Ed & Geppert, Mike, 2006. "Socio-political processes in international management in post-socialist contexts: Knowledge, learning and transnational institution building," Journal of International Management, Elsevier, vol. 12(3), pages 340-357, September.
  • Handle: RePEc:eee:intman:v:12:y:2006:i:3:p:340-357
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    References listed on IDEAS

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    1. 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.
    2. 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;Academy of International Business, vol. 33(3), pages 423-455, September.
    3. 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;Academy of International Business, vol. 27(5), pages 981-1004, December.
    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;Academy of International Business, vol. 27(4), pages 981-1004, December.
    5. 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, June.
    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. Dörr, Gerlinde & Kessel, Tanja, 2002. "Cooperation and asymmetry: The development profile of an East-West corporate project
      [Kooperation und Asymmetrie: Das Entwicklungsprofil eines betrieblichen Ost-West-Projekts]
      ," Discussion Papers, Research Unit: Regulation of Work FS II 02-201, Social Science Research Center Berlin (WZB).
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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.
    2. repec:spr:manint:v:51:y:2011:i:5:d:10.1007_s11575-011-0091-2 is not listed on IDEAS
    3. Aïssaoui, Rachida & Fabian, Frances, 2015. "The French Paradox: Implications for Variations in Global Convergence," Journal of International Management, Elsevier, vol. 21(1), pages 31-48.

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