Being Local Worldwide: ABB and the Challenge of Global Management

Jacques Bélanger · Christian Berggren · Torsten Björkman

113 citations0/0 files stored

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

International Business and FDI Management and Organizational Studies Global and Cross-Cultural Management

Abstract

Fortune called Asea Brown Boveri, the giant multinational corporation created in 1987, "the most successful cross-border merger since Royal Dutch linked up with Britain's Shell in 1907." The coming together of two longtime national champions in the electrotechnical industry, Sweden's ASEA and Switzerland's Brown Boveri, marked the birth of a company with truly global aspirations, one whose apparent genius for combining strong central planning with local autonomy for its plants has made it a trendsetter.An international team of researchers assesses the dynamic interplay of the forces of convergence and diversity present in ABB. Together they examine the actual workings of this multinational-in order to learn to what degree the corporate strategies are achieved in its plants. Based on a multilevel organizational study, their book compares seven plants in six countries on three continents

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 113 citations exist upstream.

Cited by

2009The P-form organization and the dynamics of project competence: Project epochs in Asea/ABB, 1950–2000 2008Technological capabilities and late shakeouts: industrial dynamics in the advanced gas turbine industry, 1987-2002 2002The Erosion of the Country of Origin Effect 2006International Human Resource Management: Globalization, National Systems and Multinational Companies 2011The transfer of HRM policies and practices to a transitional business system: the case of performance management practices in the US and Japanese MNEs operating in Vietnam 2007Worlds colliding: the translation of modern management practices within a UK based subsidiary of a Korean-owned MNC 2011The sub-national embeddedness of international HRM 2009Explaining variation in reverse diffusion of HR practices: Evidence from the German and British subsidiaries of American multinationals

Imported from OpenAlex (CC0) — nothing here is generated.