Abstract
Multinational corporations (MNCs) play a crucial role in the internationalization
of management ideas—adopting and spreading the management ideas created or
advanced by actors such as consultancies, business schools, or ‘best practice leaders’ in industry. They take nascent management ideas and convert them into corporate practice across borders, establishing new norms of behaviour and ultimately helping institutionalize them. They do so both by integrating their own operations across borders (Edwards et al., 2013) and coordinating across firms within global production networks and value chains (e.g. Riisgaard and Hammer, 2011). Within the sphere of human resource management (HRM) for instance, they commonly seek to establish global norms on issues such as performance management, career development, work organization, and labour
standards (e.g. Pudelko and Harzing, 2007). The ability to develop such global norms, and to manage the tension between the advantages of standardizing norms across countries and those of adaptation to local context, is widely considered as crucial to MNCs’ competitive advantage (Gupta and Govindarajan, 2000).
of management ideas—adopting and spreading the management ideas created or
advanced by actors such as consultancies, business schools, or ‘best practice leaders’ in industry. They take nascent management ideas and convert them into corporate practice across borders, establishing new norms of behaviour and ultimately helping institutionalize them. They do so both by integrating their own operations across borders (Edwards et al., 2013) and coordinating across firms within global production networks and value chains (e.g. Riisgaard and Hammer, 2011). Within the sphere of human resource management (HRM) for instance, they commonly seek to establish global norms on issues such as performance management, career development, work organization, and labour
standards (e.g. Pudelko and Harzing, 2007). The ability to develop such global norms, and to manage the tension between the advantages of standardizing norms across countries and those of adaptation to local context, is widely considered as crucial to MNCs’ competitive advantage (Gupta and Govindarajan, 2000).
| Original language | English |
|---|---|
| Title of host publication | The Oxford Handbook of Management Ideas |
| Editors | Andrew Sturdy, Stefan Heusinkveld, Trish Reay, David Strang |
| Publisher | Oxford University Press |
| Chapter | 9 |
| Pages | 177-194 |
| Number of pages | 18 |
| ISBN (Electronic) | 987-0-19-879421-9 |
| Publication status | Published - 2019 |
Keywords
- multinational companies
- norm-making
- international HRM