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The dark side of foreign subsidiary socialization: Lessons from the analysis of 7 Japanese multinationals in emerging country

Listed author(s):
  • Koichi Nakagawa


    (Graduate School of Economics, Osaka University)

  • Kazumi Tada


    (Department of management, Kinki university)

  • Mitsuru Nakagawa


    (Japan university of economics, Department of management)

  • Tomomi Imagawa


    (Graduate School of Economics, Osaka University)

Registered author(s):

    Organizational socialization is the learning process of its specific culture and value. Foreign subsidiary socialization has been considered as a useful approach in transferring home base fs knowledge. But it has the potential risk that socialized foreign subsidiaries are not able to adjust to the business environment in their countries, because home base fs culture is basically suitable not for foreign country environment but for home one. From 7 Japanese MNC fs subsidiary in emerging country, we describe the actual situation of socialization effects, and we theorize that phenomenon as a socialization dilemma in MNC fs foreign subsidiary.

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    Paper provided by Osaka University, Graduate School of Economics and Osaka School of International Public Policy (OSIPP) in its series Discussion Papers in Economics and Business with number 14-16.

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    Length: 24 pages
    Date of creation: Apr 2014
    Handle: RePEc:osk:wpaper:1416
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