Skip to main content Accessibility help
×
Home
  • Print publication year: 2016
  • Online publication date: June 2016

1 - Introduction

Andersson, U., Forsgren, M. and Holm, U. 2007. Balancing subsidiary influence in the federative MNC: a business network view. Journal of International Business Studies, 38(5): 802818.
Astley, W. G. and Zajac, E. J. 1990. Beyond dyadic exchange: functional interdependence and sub-unit power. Organisation Studies, 11(4): 481501.
Bartlett, C. and Ghoshal, S. 1989. Managing Across Borders: the Transnational Solution. Cambridge, MA: Harvard Business School Press.
Becker-Ritterspach, F. and Dörrenbächer, C. 2011. An organizational politics perspective on intra-firm competition in multinational corporations. Management International Review, 50(4): 533559.
Bélanger, J. and Edwards, P. 2006. Towards a political economy framework: TNCs as national and international players. In Ferner, A., Quintanilla, J. and Sànchez-Runde, C. (eds.), Multinationals, Institutions and the Construction of Transnational Practices. Basingstoke: Palgrave Macmillan, 2452.
Blazejewski, S. 2009. Actors’ interests and local contexts in intrafirm conflict: the 2004 GM and Opel crisis. Competition and Change, 13(3): 229250.
Blazejewski, S. and Becker-Ritterspach, F. 2011. Conflict in headquarters–subsidiary relations: a critical literature review and new directions. Political Power in the Multinational Corporation. The Role of Institutions, Interests and Identities. Cambridge University Press, 139190.
Böhm, S., Spicer, A. and Felming, P. 2008. Infra-political dimensions of resistance to international business: a neo-Gramscian approach. Scandinavian Journal of Management, 24(3): 169182.
Bouquet, C. and Birkinshaw, J. 2008. Managing power in the multinational corporation: how low-power actors gain influence. Journal of Management, 34(3): 477508.
Burns, T. 1961. Micropolitics: mechanisms of institutional change. Administrative Science Quarterly, 6(3): 257281.
Clegg, S. R., Courpasson, D. and Phillips, N. 2006. Power and Organizations. London: Sage.
Collinson, S. and Morgan, G. 2009. Images of the Multinational Firm. Chichester: John Wiley and Sons.
Crozier, M. and Friedberg, E. 1981. Actors and Systems. Chicago University Press.
Dahl, R. 1963. Modern Political Analysis. Englewood Cliffs, NJ: Prentice-Hall.
Deutsch, M. 1973. The Resolution of Conflict. London: Yale University Press.
Dörrenbächer, C. and Gammelgaard, J. 2010. Multinational corporations, interorganizational networks and subsidiary charter removals. Journal of World Business, 45(2): 206216.
Dörrenbächer, C. and Gammelgaard, J. 2011. Subsidiary power in multinational corporations: the subtle role of micro-political bargaining power. Critical Perspectives on International Business, 7(1): 3047.
Dörrenbächer, C. and Geppert, M. 2006. Micro-politics and conflicts in multinational corporations: Current debates, re-framing, and contributions of this special issue. Journal of International Management, 12(3): 251265.
Dörrenbächer, C. and Geppert, M. 2009a. A micro-political perspective on subsidiary initiative-taking: evidence from German-owned subsidiaries in France. European Management Journal, 27(2): 100112.
Dörrenbächer, C. and Geppert, M. 2009b. Micro-political games in the multinational corporation: the case of mandate change. Management Revue, 20(4): 373391.
Dörrenbächer, C. and Geppert, M. 2011. Politics and Power in the Multinational Corporation: the role of Institutions, Interests and Identities. Cambridge University Press.
Doz, Y. L., Bartlett, C. A. and Prahalad, C. K. 1981. Global competitive pressures and host country demands, managing tensions in MNCs. California Management Review, 23(3): 6373.
Edwards, P. K. and Bélanger, J. 2009. The MNC as a contested terrain. In Collinson, S. and Morgan, G. (eds.), Images of the Multinational. Oxford: Wiley, 193216.
Elger, T. and Smith, C. 1998. Exit, voice and ‘mandate’: management strategies and labour practices of Japanese firms in Britain. British Journal of Industrial Relations, 36(2): 185207.
Elger, T. and Smith, C. 2006. Theorizing the role of international subsidiary: transplant, hybrids and branch – plants revisited. In Ferner, A., Quintanilla, J. and Sànchez-Runde, C. (eds.), Multinationals, Institutions and the Construction of Transnational Practices. New York: Palgrave Macmillan, 5663.
Etzioni, A. 1964. Modern Organizations. Englewood Cliffs, NJ: Prentice-Hall.
Fenton-O'Creevy, M., Gooderham, P., Cerdin, J-L. and Ronning, R. 2011. Bridging roles, social skill and embedded knowing in multinational organizations. In Dörrenbächer, C. and Geppert, M. (eds.), Politics and Power in the International Corporation: the Role of Institutions, Interests and Identities. Cambridge University Press, 101136.
Ferner, A., Quintanilla, J. and Sanchez-Runde, C. 2006. Multinationals, Institutions and the Construction of Transnational Practices. Basingstoke: Palgrave.
Forsgren, M. 2008. Theories of the Multinational: a Multidimensional Creature in the Global Economy. Cheltenham, UK: Edward Elgar.
Forsgren, M., Holm, U. and Johanson, J. 2005. Managing the Embedded Multinational: a Business Network View. Cheltenham, UK: Edward Elgar.
French, J. P. R. and Raven, B. 1960. The bases of social power. In Cartwright, D. and Zander, A. (eds.), Group Dynamics. New York: Harper and Row, 607623.
Frenkel, M. 2008. The multinational corporation as a third space: rethinking international management discourse on knowledge transfer through Homi Bhabha. Academy of Management Review, 33(4): 924942.
Geppert, M. 2003. Sensemaking and politics in MNCs: a comparative analysis of vocabularies within the global manufacturing discourse in one industrial sector. Journal of Management Inquiry, 12(4): 312329.
Gutpa, A. K. and Cao, Q. 2005. Parent–subsidiary conflict within multinational enterprises. Working Paper presented at Academy of Management.
Hickson, D. J., Hinings, C. R., Lee, C. A., Schneck, R. E. and Pennings, J. M. 1971. Strategic contingencies’ theory of intraorganizational power. Administrative Science Quarterly, 16(2): 216229.
Jehn, K. A., Northcraft, G. B. and Neale, M. A. 1999. Why differences make a difference: a field study of diversity, conflict, and performance in workgroups. Administrative Science Quarterly, 44(4): 741763.
Kaufmann, L. and Rössing, S. 2005. Managing conflicts of interests between headquarters and their subsidiaries regarding technology transfer to emerging markets – a framework. Journal of World Business, 40(3): 235253.
Kostova, T. 1999. Transnational transfer of strategic organizational practices: a contextual perspective. Academy of Management Review, 24(2): 308324.
Kostova, T. and Roth, K. 2002. Adoption of an organizational practice by subsidiaries of multinational corporations: institutional and relational effects. Academy of Management Journal, 45(1): 215233.
Koveshnikov, A. 2011. National identities in times of organizational globalization: a case study of Russian managers in two Finnish-Russian organizations. In Dörrenbächer, C. and Geppert, M. (eds.), Politics and Power in the International Corporation: the Role of Institutions, Interests and Identities. Cambridge University Press, 346379.
Kristensen, P. H. and Zeitlin, J. 2001. The making of a global firm: local pathways to multinational enterprise. In Morgan, G., Kristensen, P. H. and Whitley, R. (eds.), The Multinational Firm. Organizing Across Institutional and National Divides. Oxford University Press, 172195.
Kristensen, P. H. and Zeitlin, J. 2005. Local Players in Global Games: the Strategic Constitution of a Multinational Corporation. Oxford University Press.
Lukes, S. (2005). Power: a Radical View (2nd edn). New York: Palgrave Macmillan.
Maclean, M. and Hollinshead, G. 2011. Contesting social space in the Balkan region: the social dimensions of a ‘red’ joint venture. In Dörrenbächer, C. and Geppert, M. (eds), Politics and Power in the International Corporation: the Role of Institutions, Interests and Identities. Cambridge University Press, 380411.
Mintzberg, H. 1983. Power in Organizations. Englewood Cliffs: Prentice Hall.
Mir, R., and Sharpe, D. R. 2009. The multinational firm as an instrument of exploitation and domination. In Collinson, S. and Morgan, G. (eds.), Images of the Multinational Firm. Chichester: Wiley, 247265.
Morgan, G. and Kristensen, P. H. 2006. The contested space of multinationals: varieties of institutionalism, varieties of capitalism. Human Relations, 59(11): 14671490.
Mudambi, R. and Navarra, P. 2004. Is knowledge power? Knowledge flows, subsidiary power and rent-seeking within MNCs. Journal of International Business Studies, 35(5): 385406.
Mudambi, R. and Pedersen, T. 2007. Agency theory and resource dependence theory: complementary explanations for subsidiary power in multinational corporations. SMG Working Paper, Copenhagen Business School. Available at: http://openarchive.cbs.dk/bitstream/handle/10398/7472/cbs%20forskningsindberetning%20smg%2075%202007-005.pdf?sequence=1.
Pahl, J. M. and Roth, K. 1993. Managing the headquarters–foreign subsidiary relationship: the roles of strategy, conflict, and integration. The International Journal of Conflict Management, 4(2): 139165.
Pfeffer, J. and Salancik, G. R. 1974. Organizational decision making as a political process: the case of a university budget. Administrative Science Quarterly, 19(2): 135151.
Pondy, L. R. 1967. Organizational conflict: concepts and models. Administrative Science Quarterly, 12(2): 296320.
Rössing, S. M. 2005. Technology Transfer to China. Frankfurt/Main: European Management Publications.
Roth, K. and Nigh, D. 1992. The effectiveness of headquarters–subsidiary relationships: the role of coordination, control, and conflict. Journal of Business Research, 25(4): 277301.
Rothman, J. and Friedman, V. J. 2001. Identity, conflict and organizational learning. In Dierkes, M., Antal, A. Berthoin, Child, J. and Nonaka, I. (eds.), The Handbook of Organizational Learning and Knowledge, Oxford University Press, 582597.
Schmid, S. and Daniel, A. 2007. Are subsidiary roles a matter of perception? A review of the literature and avenues for future research. Working Paper No. 30, ESCP-EAP European School of Management.
Sorge, A. and Rothe, K. 2011. Resource dependence and construction, and macro- and micro-politics in transnational enterprises and alliances: the case of jet engine manufacturers in Germany. In Dörrenbächer, C. and Geppert, M. (eds.), Politics and Power in the International Corporation: the Role of Institutions, Interests and Identities. Cambridge University Press, 4170.
Tasoluk, B., Yaprak, A. and Calantone, R. J. 2006. Conflict and collaboration in headquarter–subsidiary relationships. An agency theory perspective on product rollouts in an emerging market. International Journal of Conflict Management, 17(4): 332351.
Thomas, K. W. 1992. Conflict and conflict management: reflections and update. Journal of Organizational Behavior, 13(3): 265274.
Vaara, E. and Tienari, J. 2008. A discursive perspective on legitimation strategies in multinational corporations. Academy of Management Review, 33(4): 985993.
Vaara, E. and Tienari, J. 2011. On the narrative construction of multinational corporations: an antenarrative analysis of legitimation and resistance in a cross-border merger. Organization Science, 22(2): 370390.
Vora, D. and Kostova, T. 2007. A model of dual organizational identification in the context of the multinational enterprise. Journal of Organizational Behavior, 28(3): 327350.
Vora, D., Kostova, T. and Roth, K. 2007. Roles of subsidiary managers in multinational corporations: the effect of dual organizational identification. Management International Review, 47(4): 595620.
Whitley, R., 1999. Divergent Capitalisms. The Social Structuring and Change of Business Systems, Oxford University Press.
Williams, K. and Geppert, M. 2011. Bargained globalization: employment relations providing robust ‘tool kits’ for socio-political strategizing in MNCs in Germany. In Dörrenbächer, C. and Geppert, M. (eds.), Politics and Power in the International Corporation: the Role of Institutions, Interests and Identities. Cambridge University Press, 72100.
Ybema, S. and Byun, H. 2011. Unequal power relations, identity discourse, and cultural distinction drawing in MNCs. In Dörrenbächer, C. and Geppert, M. (eds.), Politics and Power in the International Corporation: the Role of Institutions, Interests and Identities. Cambridge University Press, 315345.