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“What does ‘integrity’ actually mean?”: Handling ambiguity in MNCs’ global core value initiatives

In: National and international aspects of organizational culture

Author

Listed:
  • Susanne Blazejewski

    (European University Viadrina, Frankfurt (Oder))

  • Wolfgang Dorow

    (European University Viadrina, Frankfurt (Oder))

  • Roksana Sopinka-Bujak

    (European University Viadrina, Frankfurt (Oder))

Abstract

No abstract is available for this item.

Suggested Citation

  • Susanne Blazejewski & Wolfgang Dorow & Roksana Sopinka-Bujak, 2006. "“What does ‘integrity’ actually mean?”: Handling ambiguity in MNCs’ global core value initiatives," University of Tartu - Faculty of Economics and Business Administration, in: National and international aspects of organizational culture, volume 24, chapter 12, pages 275-302, Faculty of Economics and Business Administration, University of Tartu (Estonia).
    • Handle: RePEc:mtk:fechap:24-12
    as

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    References listed on IDEAS

    as
    1. Welch, Denice E. & Welch, Lawrence S., 1997. "Being flexible and accommodating diversity: The challenge for multinational management," European Management Journal, Elsevier, vol. 15(6), pages 677-685, December.
    2. Risberg, Anette, 2001. "Employee experiences of acquisition processes," Journal of World Business, Elsevier, vol. 36(1), pages 58-84, April.
    3. John Maanen & André Laurent, 1993. "The Flow of Culture: Some Notes on Globalization and the Multinational Corporation," Palgrave Macmillan Books, in: Sumantra Ghoshal & D. Eleanor Westney (ed.), Organization Theory and the Multinational Corporation, chapter 12, pages 275-312, Palgrave Macmillan.
    4. Alfred M Jaeger, 1983. "The Transfer of Organizational Culture Overseas: An Approach to Control in the Multinational Corporation," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 14(2), pages 91-113, June.
    Full references (including those not matched with items on IDEAS)

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