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Control and co-ordination of Japanese subsidiaries in China: problems of an expatriate-based management system
16 references·13 citing·33 second hop
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(1986)The hypermodern MNC—A heterar…Competition in Global Industries : A Conceptual Framework (1986)Competition in Global Industr…Structure in Fives: Designing Effective Organizations. (1984)Structure in Fives: Designing…Organization: A Guide to Problems and Practice (1984)Organization: A Guide to Prob…Selection and Training Procedures of U.S., European, and Japanese Multinationals (1982)Selection and Training Proced…A Conceptual Framework for the Design of Organizational Control Mechanisms (1979)A Conceptual Framework for th…Designing Complex Organizations (1973)Designing Complex Organizatio…Organization and environment (1967)Organization and environmentDifferences in the organizational-commitment–rewards relationship between Chinese managers and Japanese expatriates in manufacturing companies in China (2022)Differences in the organizati…Language and identity in the shadow: A multi-case study of a Japanese multinational corporation (2021)Language and identity in the …When does emotional intelligence function better in enhancing expatriates' cross-cultural adjustment? 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(1976)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Agency Theory: An Assessment and Review (1989)AFFECT- AND COGNITION-BASED TRUST AS FOUNDATIONS FOR INTERPERSONAL COOPERATION IN ORGANIZATIONS. (1995)Toward a knowledge‐based theory of the firm (1996)Theory of the firm: Managerial behavior, agency costs and ownership structure (1976)A resource‐based view of the firm (1984)INTERNATIONAL EXPANSION THROUGH START-UP OR ACQUISITION: A LEARNING PERSPECTIVE. (1998)Coevolution of Firm Absorptive Capacity and Knowledge Environment: Organizational Forms and Combinative Capabilities (1999)Perspective—Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory (2009)Understanding Radical Organizational Change: Bringing Together the Old and the New Institutionalism (1996)Identity Regulation as Organizational Control: Producing the Appropriate Individual (2002)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)A Dynamic Theory of Organizational Knowledge Creation (1994)Social Structure of “Coopetition” Within a Multiunit Organization: Coordination, Competition, and Intraorganizational Knowledge Sharing (2002)Exploring internal stickiness: Impediments to the transfer of best practice within the firm (1996)Knowledge flows within multinational corporations (2000)THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY. (2004)The knowing organization: How organizations use information to construct meaning, create knowledge and make decisions (1996)Orchestrating Innovation Networks (2006)Organizational Information Requirements, Media Richness and Structural Design (1986)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)A PUBLIC MANAGEMENT FOR ALL SEASONS? (1991)
this work references cited by second hop

References

  • 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation13,156 cited
  • 1996The knowledge-creating company: How Japanese companies create the dynamics of innovation5,774 cited
  • 1973Designing Complex Organizations5,427 cited
  • 1967Organization and environment5,198 cited
  • 2009Managing Across Borders: The Transnational Solution4,102 cited
  • 1979A Conceptual Framework for the Design of Organizational Control Mechanisms3,692 cited
  • 1984Structure in Fives: Designing Effective Organizations.2,725 cited
  • 2007A model of knowledge management and the N-form corporation1,587 cited
  • 1986The hypermodern MNC—A heterarchy?1,348 cited
  • 1989The Evolution of Research on Coordination Mechanisms in Multinational Corporations812 cited
  • 1986Competition in Global Industries : A Conceptual Framework732 cited
  • 1982Selection and Training Procedures of U.S., European, and Japanese Multinationals615 cited
  • 1997Country of origin effects and HRM in multinational companies525 cited
  • 1993Beyond Mass Production475 cited
  • 1984Organization: A Guide to Problems and Practice461 cited

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2000
An Empirical Analysis and Extension of the Bartlett and Ghoshal Typology of Multinational Companies
434 cited

Cited by

  • 2016International human resource management of Japanese multinational corporations: Challenges and future directions77 cited
  • 2004Foreign firms in China: modelling HRM in a toy manufacturing corporation62 cited
  • 2007Technological knowledge, product relatedness, and parent control: The effect on IJV survival46 cited
  • 2012Human resource management in Asian subsidiaries: comparison of French and Japanese MNCs41 cited
  • 2006Acquisitions of Chinese State‐Owned Enterprises by Multinational Corporations: Driving Forces, Barriers and Implications for HRM41 cited
  • 2008Foreign subsidiary perspectives on the mechanisms of global HRM integration33 cited
  • 2020When does emotional intelligence function better in enhancing expatriates' cross-cultural adjustment? A study of Japanese PCNs in Malaysia24 cited
  • 2008Managing local employees: expatriate roles in a subsidiary22 cited
  • 2013Why Do Japanese Companies Exploit Many Expatriates?20 cited
  • 2021Language and identity in the shadow: A multi-case study of a Japanese multinational corporation17 cited
  • 2020Japanese expatriates' management in global assignments: A review and research agenda16 cited
  • 2015International Training and Management Development Policies and Practices of South Korean MNEs in China13 cited
  • 2022Differences in the organizational-commitment–rewards relationship between Chinese managers and Japanese expatriates in manufacturing companies in China2 cited