The dark side of foreign subsidiary socialization: Lessons from the analysis of 7 Japanese multinationals in emerging country
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 basefs 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 basefs culture is basically suitable not for foreign country environment but for home one. From 7 Japanese MNCfs subsidiary in emerging country, we describe the actual situation of socialization effects, and we theorize that phenomenon as a socialization dilemma in MNCfs foreign subsidiary.
|Date of creation:||Apr 2014|
|Date of revision:|
|Contact details of provider:|| Web page: http://www.econ.osaka-u.ac.jp/|
More information through EDIRC
When requesting a correction, please mention this item's handle: RePEc:osk:wpaper:1416. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Atsuko SUZUKI)
If references are entirely missing, you can add them using this form.