Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Hostname: page-component-78c5997874-j824f Total loading time: 0 Render date: 2024-11-04T07:18:15.376Z Has data issue: false hasContentIssue false

11 - Advancing research onmicropolitics in multinational corporations (MNCs): an éliteperspective

from Part IV - Reflections and new directions for research

Published online by Cambridge University Press:  05 June 2016

By
Christoph Dörrenbächer  and
Mike Geppert
Edited by
Florian A. A. Becker-Ritterspach ,
Susanne Blazejewski ,
Christoph Dörrenbächer  and
Mike Geppert
Florian A. A. Becker-Ritterspach
Affiliation:
University of Applied Sciences (HTW) Berlin
Susanne Blazejewski
Affiliation:
Alanus University of Arts and Social Sciences, Alfter, Germany
Christoph Dörrenbächer
Affiliation:
Berlin School of Economics and Law
Mike Geppert
Affiliation:
Friedrich-Schiller-Universität, Jena, Germany
Get access

Summary

A summary is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Chapter
Information
Micropolitics in the Multinational Corporation
Foundations, Applications and New Directions
 , pp. 266 - 280
Publisher: Cambridge University Press
Print publication year: 2016

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Amason, A. C. and Sapienza, H. J. 1997. The effects of top management team size and interaction norms on cognitive and affective conflict. Journal of Management, 23(4): 495–516.CrossRefGoogle Scholar
Athanassiou, N. and Roth, K. 2006. International heterogeneity effects on the top-management-team advice network. Management International Review, 6(46): 749–769.CrossRefGoogle Scholar
Bartel-Radic, A. 2006. Intercultural learning in global teams. Management International Review, 46(6): 647–677.CrossRefGoogle Scholar
Blazejewski, S. 2012. Betwixt or beyond the lines of conflict? Biculturalism as situated identity in multinational corporation. Critical Perspective on International Business, 8(2): 111–135.CrossRefGoogle Scholar
Bourdieu, P. 1990[1980]. The Logic of Practice. Translated by Nice, Richard. Stanford, CA: Stanford University Press.CrossRefGoogle Scholar
Caliguri, P., Ibraiz, T. and Jacobs, R. 2009. Selection for international assignments. Human Resource Management Review, 19(8): 251–262.CrossRefGoogle Scholar
Caroll, W. K. 2010. The Making of a Transnational Capitalist Class. Corporate Power in the 21st Century. London and New York: Zed Books.Google Scholar
Carpenter, M. A. 2002. The implications of strategy and social context for the relationship between top management team heterogeneity and firm performance. Strategic Management Journal, 23(3): 275–284.CrossRefGoogle Scholar
Carpenter, M. A. and Fredrickson, J. W. 2001. Top management teams, global strategic posture, and the moderating role of uncertainty. Academy of Management Journal, 44(3): 533–546.CrossRefGoogle Scholar
Carpenter, M. A., Geletkanycz, M. A. and Sanders, Wm. G. 2004. Upper echelons research revisited: antecedents, elements, and consequences of top management team composition. Journal of Management, 30(6): 749–778.CrossRefGoogle Scholar
Carpenter, M. A., Pollock, T. G. and Leary, M. 2003. Governance, the experience of principals and agents, and global strategic intent: testing a model of reasoned risk-taking. Strategic Management Journal, 24(9): 803–820.CrossRefGoogle Scholar
Carpenter, M. A., Sanders, W. G. and Gregersen, H. B. 2001. Bundling human capital with organizational context: the impact of international assignment experience on multinational firm performance and CEO pay. Academy of Management Journal, 44(3): 493–511.CrossRefGoogle Scholar
Cheng, H. L. and Lin, C. Y. Y. 2009. Do as the large enterprises do? Expatriate selection and overseas performance in emerging markets: the case of Taiwan SMEs. International Business Review, 18(1): 60–75.CrossRefGoogle Scholar
Clegg, S. R., Courpasson, D. and Phillips, N. 2006. Power and Organizations. Newbury Park: Pine Forge Press.CrossRefGoogle Scholar
Davis, D. D. and Bryant, J. L. 2003. Influence at a distance: leadership in global virtual teams. Advances in Global Leadership, 3: 303–340.CrossRefGoogle Scholar
Edström, A. and Galbraith, J. R. 1977. Transfer of managers as a co-ordination and control strategy in multinational organizations. Administrative Science Quarterly, 22(2): 248–263.CrossRefGoogle Scholar
Eisenhardt, K. M., Kahwajy, J. L. and Bourgeois, L. J. 1997. Conflict and strategic choice: how top management teams disagree. California Management Review, 39(2), 42–62.CrossRefGoogle Scholar
Fligstein, N. 1987. The intraorganizational power struggle: rise of finance personnel to top leadership in large corporations, 1919–1979. American Sociological Review, 52(1): 44–58.CrossRefGoogle Scholar
Friedman, M. 1970. The social responsibility of business is to increase its profits. The New York Times Magazine, 13 September.Google Scholar
Gong, Y. 2006. The impact of subsidiary top management team national diversity on subsidiary performance: knowledge and legitimacy perspectives. Management International Review, 46(6): 771–790.CrossRefGoogle Scholar
Goxe, F. and Belhoste, N. 2015. Showing them the door (nicely): rejection discourses and practices of a global élite. Critical Perspectives on International Business, 11(2): 189–206.CrossRefGoogle Scholar
Hailey, J. 1996. The expatriate myth: cross cultural perspections of expatriatre managers. The International Executive, 38(2): 255–271.CrossRefGoogle Scholar
Hambrick, D. C.. Upper echelons theory – an update. Academy of Management Review, 32(2): 334–343.CrossRefGoogle Scholar
Hambrick, D. C. and Mason, P. A. 1984. Upper echelons: the organization as a reflection of its top managers. Academy of Management Review, 9(2): 193–206.CrossRefGoogle Scholar
Harrison, D. A. and Klein, K. J. 2007. What's the difference? Diversity constructs as separation, variety, or disparity in organizations. Academy of Management Review, 32(4): 1199–1228.CrossRefGoogle Scholar
Hartmann, M. 2006. Sociology of Élites, London: Routledge.CrossRefGoogle Scholar
Hartmann, M. 2010. Achievement or origin: social background and ascent to top management. Talent Development and Excellence, 2(1): 105–117.Google Scholar
Jarvenpaa, S. L. and Leidner, D. E. 1999. Communication and trust in global virtual teams. Organization Science, 10: 791–815.CrossRefGoogle Scholar
Jaw, Y. and Lin, W. 2009. Corporate characteristics and firm's internationalization: CEO-level and TMT-level roles. The International Journal of Human Resource Management, 20(1): 220–233.CrossRefGoogle Scholar
Kaczmarek, S. and Ruigrok, W. 2013. In at the deep end of firm internationalization: nationality diversity on top management teams matters. Management International Review, 53(4): 513–534.CrossRefGoogle Scholar
Kobrin, Stephen J. 1998. Back to the future: neomedievalism and the postmodern digital world economy. Journal of International Affairs, 361–386.Google Scholar
Kosnik, R. D. 1987. Greenmail: a study of board performance in corporate governance. Administrative Science Quarterly, 32(2): 163–185.CrossRefGoogle Scholar
Lewis, R. D. 2012. When Teams Collide. Managing the International Team Successfully. London: Nicholas Brealey Publishing.Google Scholar
Maclean, M., Charles, H. and Press, J. 2006. Business Elites and Corporate Governance in France and the UK. Basingstoke: Palgrave Macmillan.CrossRefGoogle Scholar
Mahajan, A. and Toh, S. M. 2014. Facilitating expatriate adjustment: the role of advice-seeking from host country nationals. Journal of World Business, 49(4): 476–487.CrossRefGoogle Scholar
Mäkelä, K., Andersson, U. and Seppälä, T. 2012. Interpersonal similarity and knowledge sharing within multinational organizations. International Business Review, 21(3): 439–451.CrossRefGoogle Scholar
Mazlish, B. and Mross, E. R. 2005. A global elite? In Chandler, A. D. and Mazlish, B. (eds.), Leviathans. Multinational Corporations and the New Global History. Cambridge University Press, 167–186.CrossRefGoogle Scholar
Maznevski, M. L. and Athanassiou, N. A. 2006. Guest editors’ introduction to the focused issue: a new direction for global teams research. Management International Review, 46(6): 631–646.CrossRefGoogle Scholar
McKenna, S., Ravishankar, M. N. and Weir, D. 2015. Critical perspectives on the globally mobile professional and managerial class. Critical Perspectives on International Business, 11(2): 118–121.CrossRefGoogle Scholar
Menz, M. 2012. Functional top management team members. A review, synthesis, and research agenda. Journal of Management, 38(1): 45–80.CrossRefGoogle Scholar
Micklethwait, J. and Wooldridge, A. 2000. A Future Perfect. The Essentials of Globalization. Crown Business: New York.Google Scholar
Mills, C. W. 1956. The Power Elite. Oxford University Press.Google Scholar
Morgan, G. 2011. Reflections on the macro-politics of micro-politics. In Dörrenbächer, C. and Geppert, M. (eds.), Power and Politics in the Multinational Corporation. The role of Institutions, Interests and Identities. Cambridge University Press, 415–436.Google Scholar
Morgan, G. 2015. Elites, varieties of capitalism and the crisis of neo-liberalism. In Morgan, G., Hirsch, P. and Quack, S. (eds.), Elites on Trial, Research in the Sociology of Organizations, Vol. 34. Bingley: Emerald Group Publishing, 55–80.Google Scholar
Morgan, G., Hirsch, P. and Quack, S. (eds.). 2015. Elites on Trial, Research in the Sociology of Organizations, Vol. 34. Bingley: Emerald Group Publishing.Google Scholar
Murray, G. and Scott, J. (eds.). 2012. Financial Elites and Transnational Business: Who Rules the World? Cheltenham: Edward Elgar Publishing.CrossRefGoogle Scholar
Nielsen, B. B. and Nielsen, S. 2011, The role of top management team international orientation in strategic decision-making: the choice of foreign entry mode. Journal of World Business, 46(2): 185–193.CrossRefGoogle Scholar
Olsen, J. E. and Martins, L. L. 2009. The effects of expatriate demographic characteristics on adjustment: a social identity approach. Human Resource Management, 48(2): 311–328.CrossRefGoogle Scholar
Overbeek, H., van Apeldoorn, B. and Nölke, A. (eds.). 2007. The Transnational Politics of Corporate Governance Regulation. London: Routledge.CrossRefGoogle Scholar
Oxelheim, L., Gregorič, A., Randøy, T. and Thomsen, S. 2013. On the internationalization of corporate boards: the case of Nordic firms. Journal of International Business Studies, 44(3): 173–194.CrossRefGoogle Scholar
Pettigrew, A. 1992. On studying managerial elites. Strategic Management Journal, 13(2): 163–182.CrossRefGoogle Scholar
Pohlmann, M. 2009. Globale ökonomische Eliten – eine Globalisierungsthese auf dem Prüfstand der Empirie. Kölner Zeitschrift für Soziologie und Sozialpsychologie, 61(4): 513–534.CrossRefGoogle Scholar
Reuber, R. and Fischer, E. 1997. The influence of the management team's international experience on the internationalization behaviors of SMEs. Journal of International Business Studies, 28: 807–825.CrossRefGoogle Scholar
Robinson, W. I. 2004. A Theory of Global Capitalism: Production, Class, and State in a Transnational World. Baltimore: Johns Hopkins University Press.CrossRefGoogle Scholar
Schäfers, B. 2004. Elite. Aus Politik und Zeitgeschichte, B 10: 3–6.Google Scholar
Scullion, H. and Collings, D. G. 2006. Global Staffing. New York and London: Routledge.CrossRefGoogle Scholar
Shapiro, D. L., Von Glinow, M. A. and Cheng, J. L. 2005. Managing Multinational Teams: Global Perspectives. Oxford: Elsevier/JAI Press.CrossRefGoogle Scholar
Sklair, L. 2001. The Transnational Capitalist Class. Oxford: Blackwell.Google Scholar
Sklair, L. 2002. Globalization: Capitalism and its Alternatives. New York: Oxford University Press.Google Scholar
Stahl, G. K., Mäkelä, K., Zander, L. and Maznevski, M. L. 2010a. A look at the bright side of multicultural team diversity. Scandinavian Journal of Management, 26(4): 439–447.CrossRefGoogle Scholar
Stahl, G. K., Maznevski, M. L., Voigt, A. and Jonsen, K. 2010b. Unraveling the effects of cultural diversity in teams: a meta-analysis of research on multicultural work groups. Journal of International Business Studies, 41(4): 690–709.CrossRefGoogle Scholar
Tajfel, H. (ed.). 1982. Social Identity and Intergroup Relations. Cambridge University Press.Google Scholar
Tihanyi, L., Ellstrand, A. E., Daily, C. M. and Dalton, D. R. 2000. Composition of the top management team and firm international diversification. Journal of Management, 26(6): 1157–1177.CrossRefGoogle Scholar
Toh, S. M. and DeNisi, A. S. 2007. Host country nationals as socializing agents: a social identity theory perspective. Journal of Organizational Behavior, 28(3): 281–301.CrossRefGoogle Scholar
Useem, M. 1984. The Inner Circle: Large Corporations and the Rise of Business Political Activity in the US and UK. Oxford University Press.Google Scholar
Useem, M. 1989. The revolt of the corporate owners and the demobilization of business political action. Critical Sociology, 16(May): 7–25.CrossRefGoogle Scholar
Van der Pijl, K. 1984. The Making of an Atlantic Ruling Class. London/New York: Verso Books.Google Scholar
van der Zwan, N. 2014. Making sense of financialization. Socio-economic Review, 12(1): 99–129.CrossRefGoogle Scholar
van Veen, K. and Marsman, I. 2008. How international are executive boards of MNCs? Nationality diversity in 15 European countries. European Management Journal, 26(3): 188–198.CrossRefGoogle Scholar
Zald, M. N. and Lounsbury, M. 2010. The wizards of Oz: towards an institutional approach to elites, expertise and command posts. Organization Studies, 31(7): 963–996.CrossRefGoogle Scholar
Zimmermann, A. 2011. Interpersonal relationships in transnational, virtual teams: towards a configurational perspective. International Journal of Management Reviews, 13(1): 59–78.CrossRefGoogle Scholar
Zoogah, D., Vora, D., Richard, O., Peng, M. 2011. Strategic alliance team diversity, coordination, and effectiveness. International Journal of Human Resource Management, 22(3): 510–529.CrossRefGoogle Scholar

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×