DOES IT REALLY MATTER IF JAPANESE MNCs THINK GLOBALLY?

Schon Beechler · Orly Levy · Sully Taylor · Nakiye Avdan Boyacigiller

16 citations0/0 files storedAdvances in international management

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International Student and Expatriate Challenges International Business and FDI Global and Cross-Cultural Management

Abstract

This paper explores the empirical relationships between the global orientation of the top management team, geocentrism of the staffing and promotion system, and boundary spanning structures and processes with the individual outcome variables of employee commitment to, and excitement about, their job and organization in ten units of two highly diversified high-technology Japanese multinational corporations. The results from the study show that employee perceptions of the top management team’s global orientation, geocentrism, and boundary spanning structures and processes influence individual attitudes of employees in Japanese MNCs. The implications of these results for further research and managerial practice are discussed.

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References

1983Culture's Consequences: International Differences in Work-Related Values.1976Motivation through the design of work: test of a theory 1979The measurement of organizational commitment 1988The Effect of National Culture on the Choice of Entry Mode 1986Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior.1967Differentiation and Integration in Complex Organizations 1997Commitment in the workplace: theory, research, and application 1988Competition in Global Industries

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2018Global Mindset and Entry Mode Decisions: Moderating Roles of Managers’ Decision-Making Style and Managerial Experience 2018Unpacking the Complexities of Global Mindset: A Multi-Lens Analysis 2016Antecedents and Outcomes of a Global Mindset: A Thematic Analysis of Research from 1994 to 2013 and Future Research Agenda

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