Abstract
eBook: Organising R&D in Globalised Context: Convergence or Divergence? The Relative Influence of Dutch and Foreign Cultures on the Organisational Structure of R&D in Multinational Corporations (ISSN0935-9915) von aus dem Jahr 2006
Highlights
There is a broad discussion about the influence of globalisation on the structure of organisations (Harzing/Sorge 2003; Donaldson 2001; Casson/Singh 1993; Birkinshaw et al 2002; Chiesa 1996; Ferner 1997)
The subject of the organisational convergence-divergence debate is: “how far organisations in different countries have travelled along a path to global convergence in operations and management and, to what extent the influence of specific cultural factors must be understood and planned if the manager is to be effective in cross-cultural situations” (Pugh/Hickson 1996: 38-99)
We argue that a more subtle understanding is required of the influence of national culture on organisational design, recognising the effects of culture at different levels of structure in organisations
Summary
There is a broad discussion about the influence of globalisation on the structure of organisations (Harzing/Sorge 2003; Donaldson 2001; Casson/Singh 1993; Birkinshaw et al 2002; Chiesa 1996; Ferner 1997). From the general research question in the convergence-divergence debate: “How and where, within an overall trend toward globalization, (will) national cultures and institutions continue to shape organisational forms and behaviour” (Child 2000: 54-5), our specific interest goes out to the influence of different foreign cultures on the structuring of the Multinational Corporations (MNCs). Do these multicultural influences lead to divergence of structures or are converging forces of technology, world markets and investors stronger?.
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