Carla I. Koen. Comparative International Management
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modernization theory, Inglehart’s thesis 44–5
motivational values 69–72
embeddedness vs. autonomy 70–1
hierarchy vs. egalitarianism 71
mastery vs. harmony 71–2
multi-level shaping, organizational culture 104–10
macro perspective 106–8
micro perspective 105–6
societal culture vs. organizational context
108–10
multinational corporations (MNCs)
banks/banking 438–9
case study 436–8, 438–9
comparative corporate strategy 444–88
complex realities 419–20
control 420–7
coordination 420–7
country-of-origin effect 434–5
cultural differences 430–5
defining 408–9
development stages 415–17
evolution 415–17
exploitative learning 427–8
explorative learning 427–8
exporting 411–12
franchising 413
Heineken 436–8
institutional differences 430–5
interdependencies 428–30
internationalization processes 409–20
joint ventures 413–14
knowledge management 427–30
licensing 412–13
market entry modes 411–15
national diversity 431–4
organizational structure 415–17
reasons for 409–11
strategic alliances 413–14
strategies/structures 417–19
structural issues 406–43
subsidiaries 414–15, 423–7
transnational management 417–19, 428–30
national cultures
analysis levels 59–60
boundaries 57–9
cross-cultural negotiations 82–6
cultural clusters 74–8
emic approach 78–82
etic approach 62–74
management 52–93
methodological dilemmas 55–62
research methods 56–62
Unisource 88–9
see also cultural approach
national diversity 152–97
business systems approach 155–67
business systems research 167–9
institutional analysis 154–5
institutional change 185–9
MNCs 431–4
societal effect (SE) approach 179–85
national innovation systems 358–404
anti-trust laws 370
case study 390–401
collaboration 366
commercial orientation 364–5
foreign technology 366–7
France 381–7
funding 364, 368–71
Germany 377–81
incremental 361, 373
institutions 363–7
intellectual property 370
Japan 371–6
labour mobility 365
military contracts 368, 370
pharmaceutical industries 390–401
policy 365–6, 374–5
technological advancement 361–2
USA 367–71
venture capital 365
see also innovation
negotiations, cross-cultural see cross-cultural
negotiations
Netherlands
case study 244–9
Collectieve Arbeidsovereenkomsten (CAOs) 208
dismissal procedures 227
dual-board system 285–6
employee representation 289
functional specialization 211–12
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562 COMPARATIVE INTERNATIONAL MANAGEMENT
human resource management 244–9
performance-related pay 237–8
recruitment and selection 219, 222, 223
reward structure 238
wage systems 234, 238
work relationships 207–8, 211–12, 212–17
networks 490–521
case study 514–18
China 514–18
to clusters 503–5
competition 493–4, 504–5
cooperation 493–4, 504–5
embeddedness 499–502
geographic clustering 503–5
guanxi 514–18
hierarchies 494–6
industrial districts 503–5
innovative milieux 508–11
markets 494–6
structural hole theory 496–9
Sweden 499–502
theoretical perspective 494–502
theory 496–502
transaction cost theory 494–6
Nigeria
banks/banking 38–9
corruption 38–9
educational systems 38–9
financial systems 38–9
normative vs. pragmatic organizational culture
143
Océ cluster 512
one-tier board systems, employee representation
288–9
open vs. closed system, organizational culture
142–3
O’Reilly et al., organizational culture 102–4
organic social movement, organizational culture
133
organizational culture 94–149
analysis 140–4
banks/banking 129–31
case study 136–45
change 131–5
consolidation 128–9
creation 127–8
cultural values 109–10
culture clash 118–19
Daimler-Chrysler 118–19
dimensions 102–3
economic performance 123–7
emic approach 97–100, 104
employee-orientated vs. job-orientated 142
etic approach 100–4
everyday reframing 133
glass ceiling 129–31
grand technocratic project 132–3
ICT 136–45
industry culture 119–21
innovation 143–4
Japan 112–13
KPN WerkplekDiensten 136–45
mergers 110–18, 136–45
multi-level shaping 104–10
normative vs. pragmatic 143
open vs. closed system 142–3
organic social movement 133
process-orientated vs. results-orientated 142
qualitative research 99–100
RaboBank 129–31
research 94–149
research streams 97–104
stability 144
sticky floor 129–31
strategy 121–3
team orientation 144
organizational hierarchy, work relationships
212–17
organizational structure
contingency perspective 5–8
MNCs 415–17
outer-directed vs. inner-directed orientation,
cultural dilemmas 73
outsourcing
case study 546–7
globalization 546–7
innovation 546–7
Intel 546
ownership co-ordination, business systems
research 157–8
ownership relations, Korea 167–9
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ownership structure
Anglo-Saxon model, corporate governance
260–1
Japanese model, corporate governance 272–3
Rhineland model, corporate governance 267–8
western Europe, corporate governance 281–3
Parmalat
case study 284
corporate governance 284
particularism vs. universalism, cultural dilemmas
73
particularistic theories
comparative international management 8–15
cultural approach 8–11
institutional approach 13–15
path-dependent adaptation, globalization 18
PDI see power distance
performance see economic performance
performance-related pay 234–8
personnel systems
Germany 536–7
globalization 535–40
Japan 537–40
see also employee representation; human
resource management; unionism; work
relationships
pharmaceutical industries
case study 390–401
comparisons, international 391
Germany 390–401
Japan 390–401
national innovation systems 390–401
price regulation 397–400
safety regulation 394–7
phosphate mining, national cultures 89–90
policy, national innovation systems 365–6
political pressures, institutional change 185–6
political system, corporate strategy 455, 459
portfolio composition, institutional investors
533–5
postwar business systems
Korea 169–71
Taiwan 176–9
power distance (PDI)
cultural clusters 74–8
work-related values 64
pragmatic vs. normative organizational culture
143
price regulation, pharmaceutical industries
397–400
principal-agent framework 33, 35
principal components analysis 39–40
process-orientated vs. results-orientated
organizational culture 142
production management 308–56
production systems 311–32
production systems
characteristics 311–32
China 325–7
flexible production 317–19, 334, 336–8
Fordism 314–16
Japan 325–7
lean production 320–9
mass production 314–16
mass standardized societal 333–5
scientific management 311–13
societal environment 332–45
societal systems 332–44
Swedish Uddevallaism 329–32, 342, 343–4
Taylorism 311–13
types 311–32
work systems 318
promotion, employment relationships 220–2
Protestantism, Weber thesis 31–2
qualitative research, organizational culture
99–100
RaboBank
case study 129–31
glass ceiling 129–31
organizational culture 129–31
sticky floor 129–31
Rahmenbedingungen, Germany 207
recruitment and selection
employment relationships 218–23
Germany 219, 222
Japan 218–19, 221–2, 223
Netherlands 219, 222, 223
Sweden 218, 221, 223
UK 218, 220–1, 223
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564 COMPARATIVE INTERNATIONAL MANAGEMENT
US 218, 220, 223
regression analysis 43
research
collaboration 369
commercial orientation 364–5
funding 364, 368–71
see also national innovation systems
research methods, national cultures 56–62
resources management see national innovation
systems; production management
results-orientated vs. process-orientated
organizational culture 142
reverse ecological fallacy, analysis levels 59–60
reward structure
human resource management 227–38
performance-related pay 234–8
wage systems 228–34
Rhineland model, corporate governance 256,
264–71, 525–35
cf. Anglo-Saxon model 272, 294–7
capital markets/regulation 264–7
company law 269
consensus 270
corporate restructuring 270–1
employee representation 270
management 269
ownership structure 267–8
stakeholders 268–9
Rover, decision rights 85–6
Russia
case study 275–8
corporate governance 275–8
Saffold, G.S., culture as diagnostic instrument
126–7
Saxton, M., organizational culture 102–4
Schein, Edgar, organizational culture 97–100
Schwartz, Shalom, motivational values 69–72
scientific management, production systems
311–13
sectors, vs. clusters 509
secularization, societal environment 46
Senegal, phosphate mining 89–90
separation, mergers 116–17
sequential vs. synchronous time, cultural
dilemmas 74
shareholders, corporate governance 256–9, 526–7
short-termism, USA 344–5
Siemens, corporate strategy 481–2
social capital
societal environment 32–6
trust 32–6
social networks, trust 34–5
social pressures, institutional change 186
societal context, growth 43
societal culture vs. organizational context 108–10
societal effect (SE) approach
actor-structure relationship 180–2, 187
national diversity 179–85
process 182–4
structure 182–4
societal environment
components 41
country scores 41–2
culture 36–43
economic development 26–51
economist’s point of view 29–43
GDP 43
individuation 46
Inglehart’s thesis 44–9
institutions 36–43
production systems 332–45
secularization 46
social capital 32–6
sociologist’s stance 43–9
survival/self-expression dimension 47–9
traditional/rational dimension 47–9
trust 32–6
see also cultural approach
societal explanation, corporate governance
259–304
societal institutions 162
societal production systems 332–44
societal specificity, globalization 522–50
sociologist’s stance
Inglehart’s thesis 44–9
societal environment 43–9
South Korea see Korea
Spain
employee representation 289
one-tier board systems 289
spans of control, work relationships 212–17
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specialization, globalization 18–19
specificity vs. diffuseness, cultural dilemmas 73
stability, organizational culture 144
stakeholders
Anglo-Saxon model, corporate governance
261–2
corporate governance 256–9, 526–7
Japanese model, corporate governance 273–4
Rhineland model, corporate governance 268–9
western Europe, corporate governance 283
state-organized business systems 160, 162, 165
Taiwan 176–9
steel industry
corporate strategy 459–64
Germany 459–64
Japan 459–64
USA 459–64
sticky floor
case study 129–31
organizational culture 129–31
RaboBank 129–31
strategic alliances, MNCs 413–14
strategic fit, mergers 111–12
strategic planning, corporate strategy 464–8
strategy
comparative corporate strategy 444–88
organizational culture 121–3
theorists 119–21
see also corporate strategy
structural change 134–5
structural hole theory, networks 496–9
structure, organizational see organizational
structure
subsidiaries, MNCs 414–15, 423–7
headquarters-subsidiary relationships 423–7
roles 424–5
structure 425–7
survival/self-expression dimension, societal
environment 47–9
Sweden
car industry 329–32
dismissal procedures 224–5
employee representation 288
functional specialization 209, 210
networks 499–502
one-tier board systems 288
performance-related pay 235, 238
recruitment and selection 218, 221, 223
reward structure 238
teamwork 330–2
Uddevallaism 329–32, 342, 343–4
wage systems 229–30, 238
work relationships 204–5, 209, 210
Swiss watch industry, clusters 510–11
Switzerland
employee representation 289
one-tier board systems 289
synchronous vs. sequential time, cultural
dilemmas 74
Taiwan
business systems research 173–9
employment policies 175–6
institutional influences 176–9
labour management 175–6
non-ownership coordination 174–5
ownership relations 173–4
postwar business systems 176–9
state-organized business systems 176–9
Tata Group, corporate strategy 482–5
Taylorism, production systems 311–13
team orientation, organizational culture 144
teamwork
Japan 330–2
Sweden 330–2
techno-economic paradigm, innovation 362
technological advancement, national innovation
systems 361–2
technology system, innovation 362
telecoms
cross-cultural negotiations 88–9
see also information and communication
technology
theoretical debate, comparative international
management 4–5
theorizing institutional change 186–9
TIMP see Twente Initiative for the Development of
Medical Products
Toyota 320–9
trades unions see unionism
traditional/rational dimension, societal
environment 47–9
INDEX 565
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transaction cost economics, corporate strategy
449–50
transaction cost theory, networks 494–6
Trompenaars, Fons 72–4
trust
corruption relationship 37–41
functions 35–6
GDP 35–6
LDCs 37
levels 33–5
social capital 32–6
social networks 34–5
World Bank 37–43
Twente Initiative for the Development of Medical
Products (TIMP), clusters 512
Tyco International, corporate strategy 474–6
UAI see uncertainty avoidance
Uddevallaism, car industry 329–32, 342, 343–4
UK
dismissal procedures 224
functional specialization 209–10
performance-related pay 238
recruitment and selection 218, 220–1, 223
reward structure 238
wage systems 228–9, 238
work relationships 203–4, 209–10
uncertainty avoidance (UAI)
cultural clusters 74–8
work-related values 65
unionism
UK 203–4
US 202–3
see also employee representation; personnel
systems
Unisource, national cultures 88–9
unitary-board system, western Europe, corporate
governance 283–4
universalism vs. particularism, cultural dilemmas
73
universalistic theories, comparative international
management 5–8
USA
car industry 459–64
dismissal procedures 223–4
financial systems 460
functional specialization 208–9
institutional inertia 344–5
inter-firm networks 460–4
management development 460
national innovation systems 367–71
performance-related pay 235, 238
recruitment and selection 218, 220, 223
reward structure 238
short-termism 344–5
steel industry 459–64
wage systems 228–9, 238
work relationships 202–3, 208–9
value chain approach, clusters 507–8
values see cultural values; motivational values;
work-related values
venture capital, national innovation systems 365
vertical linkages, clusters 508
Vivendi, corporate strategy 479–81
Vodafone/Mannesmann merger 535
Volvo, Uddevallaism 329–32
wage systems 228–34
Washington Consensus 30–1
Weber thesis, cultural approach 31–2
western Europe, corporate governance 278–91
capital markets/regulation 279–80
company law 283–7
consensus 287–9
corporate restructuring 289–90
dual-board system 285–7
employee representation 287–9
management 283–7
ownership structure 281–3
stakeholders 283
unitary-board system 283–4
Whitley, R., business systems research 155–67
Wipro, case study 546–7
women, glass ceiling 129–31
work classification, work relationships 202–8
work coordination, work relationships 202–8
work design, work relationships 202–8
work-related values
criticism 66–9
cross-cultural research 63–9
dynamism 65–6
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etic approach 63–9
IBM survey 63–9
IDV 65, 67
LTO 65–6, 68
MAS 65, 67
PDI 64
UAI 65
work relationships 202–17
functional specialization 208–12
Germany 206–7, 209, 211, 212–17
human resource management 202–17
Japan 205–6, 209, 210–11, 212–17
Netherlands 207–8, 211–12, 212–17
organizational hierarchy 212–17
spans of control 212–17
Sweden 204–5, 209, 210, 212–17
UK 203–4, 209–10, 212–17
US 202–3, 208–9, 212–17
work classification 202–8
work coordination 202–8
work design 202–8
see also employee representation; personnel
systems
World Bank 30
corruption 37–43
trust 37–43
zaibatsu, Japan 191–5
INDEX 567
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COMPARATIVE
INTERNATIONAL
MANAGEMENT
Carla I. Koen
9 780077 103910
ISBN 0-07-710391-2
COMPARATIVE INTERNATIONAL MANAGEMENT
Carla I. Koen
Comparative International Management uses a
cultural–institutional approach to clearly highlight
the reasons why countries differ, allowing the reader
to appreciate the importance of management in
international and globalizing economies.
Key features include:
•
Global Perspective: The cases and examples in
this text reflect emerging global markets, providing
the text with a truly broad and global approach to
comparative international management.
•
Cultural and Institutional Variables: This text
considers the enormous diversity in management
and organization between countries by stressing
the importance of cultural and institutional
variables in understanding and explaining
international management topics.
•
Theoretical Foundation: The book adopts a critical
stance whereby it critically evaluates the different
theoretical strands but also assesses the
usefulness of the approaches for explaining issues
in non-western, non-capitalist, less-developed
countries and countries in transition.
•
Innovative Coverage: This text explores topics that
are not traditionally covered in management, such
as corporate governance, production management
and innovation management.
About the author
Carla I. Koen is a Lecturer at the University of Tilburg,
The Netherlands.
As well as Lecturer’s Resources, this site
includes the following resources for
students:
•
Learning Objectives: a link to key
concepts in the chapter
•
Answers to Exercises: a valuable resource
that allows you to monitor your progress
Visit the Online Learning Centre at
www.mcgraw-hill.co.uk/textbooks/koen
Free access to these valuable learning
resources with the book.
An Online Learning Centre
accompanies
Comparative International
Management
by
Carla I. Koen