Carla I. Koen. Comparative International Management
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552
Index
acculturation, mergers 114, 116–17
achieved status vs. ascribed status, cultural
dilemmas 73
acquisitions see mergers
actor-structure relationship, societal effect (SE)
approach 180–2, 187
adaptation, globalization 18–19
agency theory, corporate strategy 450–1, 465–6
Ahold scandal
case study 302–4
corporate governance 302–4
Alvesson, M., culture as diagnostic instrument
125–7
America see USA
analysis levels
dimensions 60–2
ecological indexes 59
national cultures 59–60
reverse ecological fallacy 59–60
typologies 60–2
Anglo-Saxon model, corporate governance 256,
260–4
capital markets/regulation 260
company law 262–3
consensus 263–4
corporate restructuring 264
employee representation 263–4
management 262–3
ownership structure 260–1
resisting 530
cf. Rhineland model 272, 294–7
stakeholders 261–2
anti-trust laws
corporate strategy 459–60
national innovation systems 367, 370
approaches, comparative international
management 4–24
ascribed status vs. achieved status, cultural
dilemmas 73
assimilation, mergers 114–15
assumptions, cultural approach 9–10
Atos Origin
case study 136–45
mergers 136–45
Austria
dual-board system 286
employee representation 289
automotive industry see car industry
autonomy vs. embeddedness, motivational values
70–1
background institutions 161–3
BAe, decision rights 85–6
banks/banking
Barings 299–302
case study 299–302, 438–9
corporate governance 299–302
keiretsu 191–5
MNCs 438–9
Nigeria 38–9
organizational culture 129–31
RaboBank 129–31
World Bank 30
zaibatsu 191–5
Barings bank
case study 299–302
corporate governance 299–302
Belgium
dual-board system 286–7
employee representation 289
one-tier board systems 289
boundaries, national cultures 57–9
Buhrmann, corporate strategy 476–9
business systems
characteristics 157–9
collaborative 160–2, 165–6
compartmentalized 160, 162, 165
coordinated industrial district 160, 162, 165
dominant institutions 163–6
features 157–9
fragmented 160, 162, 164
highly coordinated 161, 162–6
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INDEX 553
institutional features 164
state-organized 160, 162, 165, 176–9
types 159–61, 162
business systems approach, national diversity
155–67
business systems research 155–67
Korea 167–73
national diversity 167–9
non-ownership coordination 158–9
ownership co-ordination 157–8
Taiwan 173–9
capital markets/regulation
Anglo-Saxon model, corporate governance 260
Japanese model, corporate governance 271–2
Rhineland model, corporate governance 264–7
western Europe, corporate governance 279–80
car industry
corporate strategy 459–64
cross-cultural negotiations 85–6
Daimler-Chrysler 118–19
decision rights 85–6
Germany 459–64
Japan 85–6, 205–6, 320–9, 459–64, 531–5
mergers 118–19
Uddevallaism 329–32, 342, 343–4
USA 459–64
case study
Ahold scandal 302–4
Atos Origin 136–45
banks/banking 299–302, 438–9
Barings bank 299–302
Buhrmann 476–9
China 239–42, 265, 292–4, 514–18
corporate governance 265, 266, 275–8, 284,
292–4, 299–304
corporate strategy 474–85
corruption 38–9
Daimler-Chrysler 118–19
decision rights 85–6
educational systems 38–9
glass ceiling 129–31
Grohe AG 266
Heineken 436–8
human resource management 239–42, 244–9
ICT 136–45
Japan 191–5
Japanese production systems 325–7
keiretsu 191–5
Korea 244–9
KPN WerkplekDiensten 136–45
machine tools manufacture 349–54
mergers 136–45
MNCs 436–8, 438–9
national innovation systems 390–401
Netherlands 244–9
networks 514–18
Nigeria 38–9
organizational culture 136–45
outsourcing 546–7
Parmalat 284
pharmaceutical industries 390–401
phosphate mining 89–90
RaboBank 129–31
Russia 275–8
Siemens 481–2
sticky floor 129–31
Tata Group 482–5
telecoms 88–9
Tyco International 474–6
Vivendi 479–81
Wipro 546–7
Chaebol, Korea 167–9
change
cultural 134–5
environment 131–5
everyday reframing 132
grand technocratic project 132–3
Inglehart’s thesis 46–7
institutional 185–9
material 134–5
organic social movement 133
organizational culture 131–5
structural 134–5
types 132–4
China
case study 239–42, 265, 292–4, 514–18
corporate governance 265, 292–4
guanxi 514–18
Haier company 265
human resource management 239–42
networks 514–18
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554 COMPARATIVE INTERNATIONAL MANAGEMENT
production systems 325–7
Christensen, E.W., organizational culture 102–4
closed vs. open system, organizational culture
142–3
clusters
Germany 509
horizontal linkages 508
innovative milieux 508–11
Mass Individualization Network 512–13
Océ cluster 512
Porter’s concept 506–8
vs. sectors 509
Swiss watch industry 510–11
TIMP 512
value chain approach 507–8
vertical linkages 508
see also networks
collaboration
business systems 160–2, 165–6
national innovation systems 366
research 369
Collectieve Arbeidsovereenkomsten (CAOs),
Netherlands 208
communitarianism vs. individualism, cultural
dilemmas 73
company law
Anglo-Saxon model, corporate governance
262–3
Japanese model, corporate governance 274–5
Rhineland model, corporate governance 269
western Europe, corporate governance 283–7
comparative corporate strategy, MNCs 444–88
compartmentalized business systems 160, 162,
165
competition
clusters 493–4
networks 493–4, 504–5
complementarity, institutional change 187–9
consensus
Anglo-Saxon model, corporate governance
263–4
Japanese model, corporate governance 275
logic 81–2
Rhineland model, corporate governance 270
western Europe, corporate governance 287–9
constraint, culture 124–5
contingency perspective
comparative international management 5–8
organizational structure 5–8
contract, logic 81–2
control, MNCs 420–7
convergence, globalization 16–18, 522–50
cooperation
clusters 493–4
networks 493–4, 504–5
coordinated industrial district business systems
160, 162, 165
coordination, MNCs 420–7
corporate governance 254–306
Ahold scandal 302–4
Anglo-Saxon model 256, 260–4, 270, 530
banks/banking 299–302
Barings bank 299–302
case study 265, 266, 275–8, 284, 292–4, 299–304
China 265, 292–4
Germany see Rhineland model, corporate
governance
globalization 525–35
Japanese model 271–5, 525–35
models 256–9
Parmalat 284
Rhineland model 256, 264–71, 525–35
Russia 275–8
shareholders 256–9, 526–7
societal explanation 259–304
stakeholders 256–9, 526–7
western Europe 278–91
see also corruption
corporate restructuring
Anglo-Saxon model, corporate governance 264
Japanese model, corporate governance 275
Rhineland model, corporate governance 270–1
western Europe, corporate governance 289–90
corporate strategy
agency theory 450–1, 465–6
anti-trust laws 459–60
Buhrmann 476–9
car industry 459–64
case study 474–85
comparative empirical studies 457–64
comparative international 444–88
country factors 469
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dominant logic 451–2
examples 474–85
expectations 468–72
external factors 467–8
financial systems 455–6, 460
firm-specific factors 467, 471
industrial organization 449
institutional theory 465–6, 467–8
institutionalism 454–5
inter-firm networks 460–4
Kogut, Walker and Anand 457–8
labour system 456
management development 460
Mayer and Whittington 458–9
model 464–72
organizational learning perspective 452–3
particularistic explanations 454–7
political system 455, 459
resource-based view 452
Siemens 481–2
steel industry 459–64
strategic contingency theory 453–4
strategic planning 464–8
Tata Group 482–5
theoretical approaches 448–57
transaction cost economics 449–50
Tyco International 474–6
types 447–8
universalistic explanations 449
Vivendi 479–81
corruption
Nigeria 38–9
trust relationship 37–41
World Bank 37–43
see also corporate governance
country location, Inglehart’s thesis 48
country-of-origin effect, MNCs 434–5
craft production, characteristics 314
cross-cultural negotiations
car industry 85–6
national cultures 82–6
phosphate mining 89–90
telecoms 88–9
cross-cultural research
methodological dilemmas 60–2
work-related values 63–9
cultural approach
assumptions 9–10
comparative international management 8–11
emic approach 8–11
etic approach 8–11
globalization 30–1
Inglehart’s thesis 44–9
Weber thesis 31–2
see also national cultures; societal environment
cultural change see change
cultural clusters
IDV 74–8
LTO 74–8
MAS 74–8
national cultures 74–8
PDI 74–8
UAI 74–8
cultural differences 28–9
MNCs 430–5
cultural dilemmas 72–4
achieved status vs. ascribed status 73
individualism vs. communitarianism 73
inner-directed orientation vs. outer-directed
orientation 73
sequential vs. synchronous time 74
specificity vs. diffuseness 73
universalism vs. particularism 73
cultural dimensions, Inglehart’s thesis 47–9
cultural fit
Japan 112–13
mergers 112–13
cultural logic 81–2
cultural values, organizational culture 109–10
culture
building block 123–4
constraint 124–5
diagnostic instrument 125–7
societal environment 36–43
sociologist’s stance 43–9
tool 124–5
culture clash, organizational culture 118–19
Daimler-Chrysler
car industry 118–19
case study 118–19
mergers 118–19
INDEX 555
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556 COMPARATIVE INTERNATIONAL MANAGEMENT
organizational culture 118–19
decision rights, cross-cultural negotiations 85–6
deculturation, mergers 115
Denmark
employee representation 288
one-tier board systems 288
diagnostic instrument, culture 125–7
diffuseness vs. specificity, cultural dilemmas 73
d’Iribarne, Philippe, emic approach 78–82
dismissal procedures, employment relationships
223–7
diversified quality production, Germany 349–54
diversity, national see national diversity
dominant institutions, business systems 163–6
dual-board system, western Europe, corporate
governance 285–7
dynamism, work-related values 65–6
ecological fallacy, analysis levels 59–60
ecological indexes, analysis levels 59
economic development
economist’s point of view 29–43
societal environment 26–51
economic performance, organizational culture
123–7
economist’s point of view
LDCs 30
societal environment 29–43
educational systems
France 383–5
Germany 377–9
Japan 371
Nigeria 38–9
egalitarianism vs. hierarchy, motivational values
71
electronics industries, Japan 531–5
embeddedness, networks 499–502
embeddedness vs. autonomy, motivational values
70–1
emic approach
cultural approach 8–11
d’Iribarne, Philippe 78–82
vs. etic approach 55–6, 104
national cultures 78–82
organizational culture 97–100, 104
empirical studies, corporate strategy 457–64
employee-orientated vs. job-orientated
organizational culture 142
employee representation
Anglo-Saxon model, corporate governance
263–4
Japanese model, corporate governance 275
one-tier board systems 288–9
Rhineland model, corporate governance 270
two-tier board systems 289–90
western Europe, corporate governance 287–9
see also personnel systems; unionism
employment policies
Korea 169–70
Taiwan 175–6
employment relationships
dismissal procedures 223–7
external recruitment 220–2
human resource management 217–27
promotion 220–2
recruitment and selection 218–23
environment
change 131–5
see also societal environment
etic approach
cultural approach 8–11
vs. emic approach 55–6, 104
limitations 79–81
national cultures 62–74
organizational culture 100–4
work-related values 63–9
everyday reframing, organizational culture 133
expectations, corporate strategy 468–72
exploitative learning, MNCs 427–8
explorative learning, MNCs 427–8
exporting, MNCs 411–12
external recruitment, employment relationships
220–2
factor analysis 39–40
financial assets, institutional investors 532–3
financial systems
corporate strategy 455–6, 460
Germany 460
Japan 460
Nigeria 38–9
USA 460
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Finland, dual-board system 285
flexible production
organization 342
production systems 317–19, 334
societal systems 336–8
Fordism, production systems 314–16
foreign technology, national innovation systems
366–7
fragmented business systems 160, 162, 164
France
dual-board system 285
employee representation 288–9
higher education 383–5
machine tools manufacture 349–54
national innovation systems 381–7
one-tier board systems 288–9
franchising, MNCs 413
functional pressures, institutional change 185
functional specialization
Germany 209, 211
Japan 209, 210–11
Netherlands 211–12
Sweden 209, 210
UK 209–10
US 208–9
work relationships 208–12
funding
national innovation systems 364, 368–71
research 368–71
GDP
societal environment 43
trust 35–6
geographic clustering, networks 503–5
Germany
car industry 459–64
clusters 509
corporate governance see Rhineland model,
corporate governance
dismissal procedures 226–7
diversified quality production 349–54
financial systems 460
functional specialization 209, 211
higher education 377–9
industrial relations 536–7
inter-firm networks 460–4
machine tools manufacture 349–54
management development 460
national innovation systems 377–81, 390–401
performance-related pay 236–7, 238
personnel systems 536–7
pharmaceutical industries 390–401
Rahmenbedingungen 207
recruitment and selection 219, 222
reward structure 238
steel industry 459–64
wage systems 233–4, 238
work relationships 206–7, 209, 211
see also Rhineland model, corporate
governance
glass ceiling
case study 129–31
organizational culture 129–31
RaboBank 129–31
globalization 15–19
adaptation 18–19
convergence 16–18, 522–50
corporate governance 525–35
cultural approach 30–1
hybridization 18–19
incremental path-dependent adaptation 18
industrial relations 535–40
outsourcing 546–7
path-dependent adaptation 18
personnel systems 535–40
societal specificity 522–50
specialization 18–19
Gordon, G.G., organizational culture 102–4
grand technocratic project, organizational culture
132–3
Grohe AG, case study 266
group-coordinated market economies,
institutional approach 13–15
growth, societal context 43
guanxi, China 514–18
Haier company, China 265
harmony vs. mastery, motivational values 71–2
headquarters-subsidiary relationships 423–7
Heineken
case study 436–8
MNCs 436–8
INDEX 557
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hierarchies, networks 494–6
hierarchy vs. egalitarianism, motivational values
71
higher education
France 383–5
Germany 377–9
Japan 371
highly coordinated business systems 161, 162–6
Hofstede, Geert
organizational culture 100–4
work-related values 63–9
Honda, decision rights 85–6
honour, logic 81–2
horizontal linkages, clusters 508
human resource management 198–253
China 239–42
employment relationships 217–27
Korea 244–9
Netherlands 244–9
reward structure 227–38
work relationships 202–17
see also personnel systems
hybridization, globalization 18–19
IBM survey, work-related values 63–9
ICT see information and communication
technology
IDV see individualism vs. collectivism
incremental path-dependent adaptation,
globalization 18
independence, institutional 184–5
individualism vs. collectivism (IDV)
cultural clusters 74–8
work-related values 65, 67
individualism vs. communitarianism, cultural
dilemmas 73
individuation, societal environment 46
industrial districts
Italy 505
networks 503–5
industrial organization, corporate strategy 449
industrial relations
Germany 536–7
globalization 535–40
Japan 537–40
industry-coordinated market economies,
institutional approach 13–15
industry culture, organizational culture 119–21
information and communication technology (ICT)
Atos Origin 136–45
KPN WerkplekDiensten 136–45
mergers 136–45
organizational culture 136–45
see also telecoms
Inglehart’s thesis
country location 48
cultural change 46–7
cultural dimensions 47–9
modernization theory 44–5
societal environment 44–9
survival/self-expression dimension 47–9
traditional/rational dimension 47–9
inner-directed orientation vs. outer-directed
orientation, cultural dilemmas 73
innovation
incremental 361, 373
organizational culture 143–4
outsourcing 546–7
radical 362
techno-economic paradigm 362
technology system 362
see also national innovation systems
innovative milieux
clusters 508–11
networks 508–11
institutional analysis, national diversity 154–5
institutional approach
comparative international management 11–15
group-coordinated market economies 13–15
industry-coordinated market economies 13–15
institutional change
causes 185
complementarity 187–9
functional pressures 185
national diversity 185–9
political pressures 185–6
social pressures 186
theorizing 186–9
institutional differences, MNCs 430–5
institutional features, business systems 162
institutional independence 184–5
institutional inertia, USA 344–5
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institutional influences
Korea 170–3
Taiwan 176–9
institutional investors
financial assets 532–3
portfolio composition 533–5
institutional theory, corporate strategy 465–6,
467–8
institutional typology 159–61
institutionalism, corporate strategy 454–5
institutions
background 161–3
process 182–4
proximate 161–3
societal environment 36–43
structure 182–4
integration, mergers 115–16
Intel, outsourcing 546
intellectual property, national innovation systems
370
inter-firm networks
corporate strategy 460–4
Germany 460–4
Japan 460–4
USA 460–4
internationalization processes, MNCs 409–20
Ireland
employee representation 289
one-tier board systems 289
d’Iribarne, Philippe, emic approach 78–82
Italy
dual-board system 287
employee representation 289
industrial districts 505
one-tier board systems 289
Japan
car industry 85–6, 205–6, 320–9, 459–64, 531–5
cultural fit 112–13
dismissal procedures 225–6
electronics industries 531–5
financial systems 460
functional specialization 209, 210–11
growth 29–30
higher education 371
Honda 85–6
industrial relations 537–40
inter-firm networks 460–4
keiretsu 191–5
lean production 320–9, 338–40
management development 460
MITI 375–6
national innovation systems 371–6, 390–401
organizational culture 112–13
performance-related pay 236, 238
personnel systems 537–40
pharmaceutical industries 390–401
production systems 325–7
recruitment and selection 218–19, 221–2, 223
reward structure 238
steel industry 459–64
teamwork 330–2
Toyota 320–9
wage systems 231–3, 238
work relationships 205–6, 209, 210–11
zaibatsu 191–5
Japanese model, corporate governance 271–5,
525–35
capital markets/regulation 271–2
company law 274–5
consensus 275
corporate restructuring 275
employee representation 275
management 273–4
ownership structure 272–3
stakeholders 273–4
Japanese production systems, case study 325–7
job-orientated vs. employee-orientated
organizational culture 142
joint ventures, MNCs 413–14
keiretsu, Japan 191–5
Kilman, R.H., organizational culture 102–4
knowledge management, MNCs 427–30
Korea
business systems research 167–73
case study 244–9
Chaebol 167–9
employment policies 169–70
human resource management 244–9
institutional influences 170–3
labour management 169–70
INDEX 559
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non-ownership coordination 169
ownership relations 167–9
postwar business systems 169–71
KPN WerkplekDiensten
case study 136–45
mergers 136–45
organizational culture 136–45
labour management
Korea 169–70
Taiwan 175–6
labour mobility, national innovation systems 365
law, anti-trust 367, 459–60
law, company see company law
LDCs see less-developed countries
lean production
Japan 338–40
cf. mass production 323
production systems 320–9
societal system 338–40
less-developed countries (LDCs)
economist’s point of view 30
trust 37
licensing, MNCs 412–13
logic, cultural 81–2
long-term vs. short-term orientation (LTO)
cultural clusters 74–8
work-related values 65–6, 68
Luxembourg
employee representation 288
one-tier board systems 288
machine tools manufacture
case study 349–54
France/Germany 349–54
management
Anglo-Saxon model, corporate governance
262–3
Japanese model, corporate governance 273–4
national cultures 52–93
Rhineland model, corporate governance 269
western Europe, corporate governance 283–7
management development
corporate strategy 460
Germany 460
Japan 460
USA 460
management styles, mergers 117–19
Mannesmann/Vodafone merger 535
market economies, types 157–9, 160–1
market entry modes, MNCs 411–15
markets, networks 494–6
masculinity vs. femininity (MAS)
cultural clusters 74–8
work-related values 65, 67
Mass Individualization Network, clusters 512–13
mass production
cf. lean production 323
production systems 314–16
mass standardized societal production systems
333–5
mastery vs. harmony, motivational values 71–2
material change 134–5
mergers
acculturation 114, 116–17
assimilation 114–15
Atos Origin 136–45
boundaries 113–14
car industry 118–19
case study 136–45
cultural fit 112–13
culture issues 110–18
Daimler-Chrysler 117–18
deculturation 115
ICT 136–45
integration 115–16
KPN WerkplekDiensten 136–45
management styles 117–19
organizational culture 110–18, 136–45
separation 116–17
strategic fit 111–12
symbols 113–14
values 291
Vodafone/Mannesmann 535
methodological dilemmas, national cultures
55–62
military contracts, national innovation systems
368, 370
mining phosphate, national cultures 89–90
Ministry of International Trade and Industry (MITI),
Japan 375–6
MNCs see multinational corporations
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