Book contents
- Frontmatter
- Contents
- List of tables
- Notes on contributors
- 1 Remaking management: neither global nor national
- Part I Conceptualising International and Comparative Management
- Preface: Dominance, diversity and the historical process in management practice
- 2 Work organisation within a dynamic globalising context: a critique of national institutional analysis of the international firm and an alternative perspective
- 3 Cultural diversity within nations
- 4 Business systems, institutions and economic development: the value of comparison and history
- Part II Systems in Transition
- Part III Society as Open and Closed
- Part IV The Search for Global Standards
- Index
Preface: Dominance, diversity and the historical process in management practice
Published online by Cambridge University Press: 06 July 2010
- Frontmatter
- Contents
- List of tables
- Notes on contributors
- 1 Remaking management: neither global nor national
- Part I Conceptualising International and Comparative Management
- Preface: Dominance, diversity and the historical process in management practice
- 2 Work organisation within a dynamic globalising context: a critique of national institutional analysis of the international firm and an alternative perspective
- 3 Cultural diversity within nations
- 4 Business systems, institutions and economic development: the value of comparison and history
- Part II Systems in Transition
- Part III Society as Open and Closed
- Part IV The Search for Global Standards
- Index
Summary
The three chapters in this section offer a commentary on and an alternative account to theories of internationalisation that stress either unrelenting globalisation, or the resilience of national management patterns and actions or a division of the world into fixed varieties of capitalism, effectively constructed with more or less market and state. All three offer a critique of claims for an enduring and nationally uniform business practice. In anticipation of empirical chapters that reveal a within-country change and diversity at odds with notions of unchanging national homogeneity, the three demonstrate the significance of endogenous (and not just exogenous) sources of change – a possibility inconceivable within variety of capitalism and national business system perspectives. They stress the remaking of management as a more dynamic, recurrent and variable practice, reflecting the fact that the integration of firms and national territories is more fluid and diverse than suggested by national business system approaches.
Chapter 2 outlines different approaches to the internationalisation of business and implications for management action within the firm, and suggests an alternative framework for thinking about and researching these processes. Three theories are reviewed: globalisation, national business systems and varieties of capitalism. This is followed by an exposition of the system, society and dominance framework that the book is informed by.
Globalisation implies a convergence of action around one set of best or standard efficiency practices, which are diffused through the market, technology and multinational agencies and which place all national or local models of action under intense competitive pressure.
- Type
- Chapter
- Information
- Remaking ManagementBetween Global and Local, pp. 19 - 24Publisher: Cambridge University PressPrint publication year: 2008