Index

Citation (2017), "Index", Multinational Corporations and Organization Theory: Post Millennium Perspectives (Research in the Sociology of Organizations, Vol. 49), Emerald Publishing Limited, Bingley, pp. 491-501. https://doi.org/10.1108/S0733-558X20160000049022 Publisher: Emerald Publishing Limited Copyright © 2017 Emerald Publishing Limited INDEX Academic activism, 425, 440 Acker, J., 359, 364, 370, 372, 373, 374, 376, 377, 378, 379 Actors of organizational level, 211 Adler, N.J., 208, 365, 366, 368, 369, 374 Agency theory, 12, 328 Allocation, 332 Analytical concept, 111, 112 Andersson, U., 13, 75, 79, 81, 82 Anthropology, 162–168, 169, 183, 184, 185, 372 Asia, 46, 130, 151, 271, 279, 368, 407 Authority, 63, 253, 261, 368, 396, 415 Authority formal, 103 Authority relation, 103, 104 Bargaining, 16 Bargaining power, 50, 51, 299 Bartlett, C.A., 6, 7, 12, 73, 78, 92, 104, 109, 111, 196, 200, 203, 204, 207, 208, 209, 210, 216, 224n2, 225n7, 296, 327, 336, 345, 379 Becker-Ritterspach, F, 11, 16, 19, 21, 32, 49, 297, 332, 333, 391, 394 Behavioral norms, 446, 451 Bélanger, J, 168, 181 Belgium, 460, 464 Benchmarking, 402 Best practices, 103, 130, 219, 259, 402, 416 Birkinshaw, J, 7, 13, 52, 55, 79, 81, 82, 205, 218, 219, 234, 236, 237, 260, 297, 299, 315, 317, 326, 328, 332, 333, 344 Black IB, 30, 427, 432, 433, 436, 439 Blazejewski, S, 16, 19, 229n8, 297, 333, 391, 394 Boddewyn, J. J., 51 Bottom-up, 16, 80, 334 Boundary spanning, 299 Boundary, 216 Bouquet, C., 55, 79, 218, 234, 260, 297, 299, 315, 317, 326, 332, 333, 344 Bourdieu, 27, 342 Bourdieu, P., 337, 338, 339, 340, 341, 342, 343, 346 Brannen, M.Y, 16, 17, 184, 211, 216, 217, 220 Buckley, P.J., 10, 58, 82, 84, 85, 87, 164, 167, 278 Business group, 15, 205 Business network, 31, 79, 179, 267 Business perspective, 449–452 Business system, 15, 268 Canada, 147, 198, 279, 460 Capitalism, 266, 268, 278, 285, 439 Capitalism, comparative, 447, 452 Capitalism, varieties of, 15, 20, 28, 128, 267, 269 Career, 205, 379 Case study, 25, 27, 83, 162, 168, 218, 219, 275, 340 Centrality, 54–55, 315, 317, 328, 332 CEO, 4, 5, 144, 147, 151, 204, 205, 217, 306, 344 Chapman, M, 163, 164, 167, 183, 223, 430 China, 9, 26, 55, 56, 63, 235, 239, 240, 241, 242, 244–248, 249, 250, 251, 252, 253, 254, 255, 256, 280, 281, 282, 283, 285, 286, 288, 390, 403, 404, 406, 407, 408, 410, 428, 429, 430, 440, 460 Chinese MNCs, 27, 266, 275, 276, 280, 281, 282, 283, 285, 286 Ciabuschi, F, 82, 83, 86, 87, 88, 89, 93, 318 Class, 287n2, 362, 370, 371, 373, 375, 382 Class, working, 163, 278, 287n2 Clegg, S., 9, 16, 23, 43, 55, 164, 427 Coalition, 218, 329, 331 Coalition, dominant, 221 Coalition of interest, 48 Colonial, 461, 463 Colonial postcolonial world, 168 Colonial power, 52 Colonialism, 8 Community, 162, 171, 364 Comparative, 268, 275, 280, 361, 448, 469, 472 Comparative advantage, 56, 428 Comparative institutional, 59–60, 328, 329, 445–472 Comparative perspective, 456 Competitive advantage, 47, 203, 207, 212, 267, 282, 296, 394 Conceptual paper, 27, 28, 29 Conflict, 105, 163, 166, 199, 218, 221, 268, 296, 297, 300, 301, 308–311, 319, 333, 335, 338, 397, 403 Contestation, 296, 319, 391, 396, 397, 402, 417 Contested space, 248 Contested terrain, 16, 20, 168, 308, 319, 330, 391, 415 Contingency model, 24, 71–95 Contingency theory, 12, 18, 78, 85, 88, 211 Convention theory, 27, 295–320 Coordination, 72, 75, 76, 78, 80, 89, 90, 94, 205, 222, 297, 302, 304, 305, 307, 309, 312, 314, 317, 319, 339, 450, 455 Corporate control, 102 Corporate elites, 342 Corporate governance, 28, 115, 447, 450, 455 Corporate social responsibility (CSR), 5, 28, 30, 31, 102, 103, 106, 112, 115, 120, 445–472 Country of origin, 15, 24, 127–155, 272, 283, 285, 456 Country-specific arrangements, 131 Country-specific features, 130 Country-specific patterns, 131 Crisis, 11 Critical approach, 22 Critical discursive approach, 16, 32 Critical realism, 26, 32, 265–288 Crouch, C, 129, 267, 328 Crown, 45, 61 Culture, 7, 59, 102, 115, 119, 120, 163, 164, 168, 171, 175, 178, 183, 184, 195, 196, 197, 203, 209, 210, 224, 242, 253, 262, 374, 400, 450 Culture, corporate, 13, 14, 378 Culture, organizational, 205, 241, 400 Dacin, M. T, 100, 103, 128, 234, 268, 299, 326, 456 Data analysis, 242–243 Data collection, 135–137, 167, 239–241, 242 de Bakker, F, 390, 391, 392, 393, 396, 399, 401, 405 den Hond, F, 390, 392, 396, 397, 399, 401, 402, 405, 410, 413 Development, 24, 86, 165, 234, 358, 367, 372, 380, 412 DiMaggio, P. J, 14, 109, 111, 112, 113, 114, 331, 335 Discourse, 16, 21, 167, 235, 319, 372 Discourse, dominant, 272 Discourse, societal, 238 Discursive perspective, 234, 235, 237, 238, 239, 256, 260, 261 Discursive struggle, 21, 26, 32, 233–262 Disintegration, 31, 56, 82, 86 Distance, 13, 14, 16, 450, 451 Distance institutional, 14, 105, 272, 299, 328, 329, 450, 451, 452, 461, 468, 470, 472n1 Distance, cultural, 14, 105, 120, 164 Diversification, 136, 146 Djelic, M.-L., 131, 267, 328, 336 Dominance, 14, 20, 21, 165, 177, 279, 375, 376, 399 Domination, 426 Dörrenbächer, C, 10, 11, 16, 20, 32, 49, 52, 53, 54, 55, 119, 128, 129, 131, 155, 177, 218, 234, 235, 237, 238, 258, 260, 261, 267, 268, 297, 299, 300, 315, 318, 326, 327, 328, 329, 330, 332, 333, 334, 337, 345, 391, 394, 415 Doz, Y.L, 12, 76, 200, 202, 203, 205, 296, 328 Drori, G. S., 15, 24, 101, 104, 105, 106, 107, 112, 114, 115, 116, 118, 128, 336, 375 Duality, institutional, 5, 15, 299, 336 Dunning, J. H, 13, 102, 109, 111, 112, 195, 327 East India Company, 23, 43–65 Edwards, P, 16, 20, 26, 115, 168, 181, 218, 269, 273, 274, 285, 297, 308, 318, 329, 330, 391, 415 Egelhoff, W.G, 7, 13, 23, 76, 77, 82, 84, 85, 86, 87, 88, 89, 91, 94, 212 Embeddedness, 59, 88, 107, 112, 316, 332, 372, 455 Embeddedness, external, 82 Embeddedness, local, 23, 88 Embeddedness, social, 267, 328 Embeddedness, structural, 326 Employment relations, 268, 333 Entrepreneurship, 13, 54, 328 Entry modes, 14, 439 Environment, external, 13, 19, 105, 200, 211, 212, 217, 328, 329, 344 Environment, internal, 105, 329 Environment local, 54, 79, 80, 104, 450 Environmental conditions, 77 Ethnographic, 14, 23, 25, 32, 161–186 Ethnography, 25, 162, 163, 164–168, 181, 182, 184, 185, 216, 375 Europe, 10, 18, 31, 51, 61, 73, 92, 130, 139, 149, 163, 206, 271, 279, 286, 406, 407, 411, 412, 416, 428, 461, 463 European Union/ EU, 29, 115, 179, 336, 383, 394, 398, 417, 432, 434, 470 Expatriation, 27, 265–288, 373 External constituents, 25, 130, 133, 134, 136, 138, 139, 141–142, 143, 144, 145, 146, 149, 152, 153, 154, 155 Family firms, 28, 341 Ferner, A, 15, 129, 154, 170, 218, 237, 297, 299, 329, 381 Field of power, 325–347 Finland, 133, 140, 144, 146, 148, 149, 198, 240, 241, 245, 254, 459 Foreign direct investment/FDI, 8, 11, 48, 199, 286, 426, 432, 436 Forsgren, M, 7, 79, 82, 83, 86, 88, 89, 103, 307, 318 France, 51, 54, 198, 301, 341, 460 Frenkel, M, 22, 28, 262, 360, 363, 374, 375, 378, 381 Friedberg, E, 54, 331, 332, 334, 339, 340, 341 Functionalist, 12, 14, 17, 18, 19, 22, 31, 223, 266, 268, 269, 270, 272, 283, 284, 450 Game theory, 330, 331, 332, 333, 339, 345 Gammelgaard, J, 16, 50, 52, 53, 54, 81, 82, 131, 218, 234, 237, 258, 260, 297, 299, 318, 332, 333 Gender, 28, 170, 171, 359, 360, 361–365, 370–382 Gender culture, 361, 362, 364, 365, 366, 369, 370, 375 Gender regimes, 28, 29, 361, 363, 364, 370, 371, 372, 373, 377, 380, 381, 382, 383 Gendering, 29, 357–383 Geppert, M., 3, 15, 16, 20, 21, 49, 55, 115, 119, 129, 131, 132, 154, 155, 234, 237, 238, 261, 267, 268, 296, 297, 298, 299, 300, 301, 308, 314, 315, 326, 327, 328, 329, 330, 332, 333, 334, 345, 391, 394, 401, 415, 470 Germany, 132, 140, 217, 341, 343, 403, 405, 406, 407, 408, 409, 410, 411, 412, 418n4, 455, 460, 461 Ghoshal, S, 6, 7, 12, 14, 18, 19, 25, 27, 31, 32n1, 32n3, 73, 78, 104, 109, 111, 196, 200, 203, 204, 222, 225n2, 296, 327, 328, 336, 345, 379 Global economy, 8, 11, 131, 134, 277, 280, 446, 458 Globalization, 9, 11, 12, 31, 106, 107, 114, 120, 358, 362, 372, 379, 380, 383, 428, 439 Globally oriented organization, 19, 24, 107, 108, 109, 111, 113, 117, 120 Glocalization, 106, 110, 116, 117, 118 Government, 50, 51, 58, 60, 61, 88, 148, 199, 200, 427, 430, 431, 435, 438, 451, 458, 470 Greenwood, R., 111, 113, 222, 242, 297, 299, 329, 469 Growth, 199, 427–429, 439 Gulf Cooperation Council (GCC) states, 277 Habitus, 28, 337, 338, 339, 340, 341, 342, 343, 345, 346 Hardy, C, 136, 238, 260 Harzing, A. W, 15, 54, 128, 132, 199, 216, 270, 271, 279 Headquarter, 5, 10, 13, 16, 23, 24, 45, 52, 53, 54, 55, 59, 71–95, 104, 110, 200, 201, 202, 207, 213, 218, 220, 221, 267, 271, 296, 326, 328, 368, 391, 413, 429, 449, 459 Headquarter-subsidiary relationship, 233–262, 295–320 Hedlund, G., 7, 13, 76, 77, 78, 203, 313, 327 Heterarchy, 7, 77, 78, 203, 327 Hierarchical relation, 80, 104, 110, 245 Hierarchical structure, 78, 85, 86 History, 25, 58, 64, 150, 172, 176, 243, 251, 272, 284, 300, 404, 426 Hofstede, G, 104, 105, 261, 272, 361, 362, 369 Höllerer, M. A, 15, 24, 101, 104, 128, 336 Holm, U, 13, 75, 79, 81, 83, 86, 88, 89, 307, 318 HQ roles, 71 HQ-subsidiary relations, 233–262 Hybridization, 360, 361 Identity, 26, 107, 108, 118, 171, 211, 215, 359 Identity, collective, 335 Identity, managerial, 254 Identity, national, 169, 218 Identity, organizational, 118, 234 Ideological position, 399 Individual actor, 252, 274, 302, 316 Industrial relations, 20 Infrastructure, 8, 9, 380 Innovation, 45, 60, 79, 82, 83, 91, 92, 134, 196, 204, 205, 225n7, 271 Institution, 20, 372, 417 Institutional distance, 14, 105, 272, 299, 328, 329, 450, 451, 452, 461, 468, 470, 472n1 Institutional diversity, 452 Institutional duality, 5, 15, 299, 336 Institutional environment, 24, 101, 105, 110, 111, 113, 114, 115, 267, 360, 363, 381, 382, 395, 446, 447, 449, 470 Institutional field, 24, 55, 111, 114, 276, 326, 327, 330, 334, 335–337, 341, 344, 345, 347 Institutional logics, 20, 119, 299, 304 Institutional settings, 390, 392, 455 Institutional theory, 12, 217, 317, 329, 447, 451, 452, 469 Institutionalism, 14, 15, 19, 20, 21, 114 Institutionalist, 6, 7, 14, 15, 16, 20, 21, 22, 23, 24, 30, 32, 266, 267, 268, 394, 415 Integration, 95, 178, 283, 337 Integration, global, 12, 129, 200, 296, 312 Integration, normative, 83, 87, 336 Interdependencies, 77, 105, 331 Internalization process, 116 International, 12, 73, 196, 267–272, 334, 364 International business (IB), 4, 23, 45, 61, 101, 111, 120, 131, 163, 164, 179, 180, 183, 194, 266, 267, 269, 283, 285, 382, 391, 415, 425, 426, 433, 436, 446, 447, 448, 449–452, 469 International human resource management (IHRM), 27 Internationalization, 4, 6, 24, 25, 27, 127–155, 208, 358, 360, 378, 379, 383, 449, 463, 464, 468, 487 Interpersonal relationships, 338 Intra-organizational field, 335, 336 Ireland, 460, 464 Issue selling, 16, 49, 237, 252, 297 Japanese MNCs, 26, 194, 206–211 Johnson, G, 49, 208, 218, 340, 342, 343 Joint venture, 147, 260, 281, 426, 431 Key actor, 16, 20, 27, 28, 55, 83, 87, 153, 234, 241, 268, 394, 395, 416 Kim, W.C., 7, 27, 207, 208, 209, 297, 298, 300, 307 Knowledge network, 83, 87, 91, 92 Kostova, T., 5, 14, 15, 19, 100, 101, 103, 104, 105, 110, 111, 112, 113, 114, 116, 128, 234, 261, 268, 272, 296, 297, 298, 299, 318, 326, 327, 329, 330, 335, 336, 341, 345, 363, 449, 450, 456 Kristensen, P, 15, 19, 61, 62, 129, 131, 181, 237, 261, 300, 307, 313, 326, 329, 330, 332, 334, 341, 345, 394 Labor rights, 395, 403, 405, 406, 411, 412, 449, 454, 456, 458, 459, 460, 461, 462, 464, 467, 469, 470, 471 Labour, 28, 163, 269, 282 Labour force, 170, 277, 279 Labour process, 21 Labour process theory, 21 Language, 111, 193–225 Language hierarchy, 220 Language skills, 203, 210, 211 Laurila, J., 15, 24, 129, 130, 144, 152 Learning, 6, 59, 78, 130, 173, 204, 206, 212, 270, 299 Learning, organizational, 6 Legality, 30, 426, 427, 429, 433, 434, 436, 439 Legitimacy, 24, 30, 54–55, 100, 101, 329, 433, 436, 447, 448, 453, 461 Legitimation, 138, 153, 451, 456, 469, 472 Lidl, 333 Lilja, K., 129, 130, 131, 152 Lobbying, 236, 237, 251, 252, 255, 256 Localize, 219, 251, 414 Longitudinal analysis, 128 Longitudinal research, 129, 168 Lounsbury, M., 20, 101, 111, 299, 331, 469 Low-power actor, 334 Mainstream IB, 12, 14, 16, 17, 22, 28, 29, 32, 101, 102, 267, 268 Marginalization, 365, 370 Market, 55, 102, 129, 171, 201, 305, 310, 314, 364, 382 Market, global, 383 Market, local, 92, 211, 279, 306, 310, 334 Marschan, R, 197, 206, 211, 214 Matten, D, 15, 128, 132, 237, 395, 446, 447, 454, 455, 462, 469, 470 McAdam, D., 347, 392, 400, 401 Media, 133, 135, 146, 147, 149, 151, 153, 393, 403, 412 Merk, J, 392, 400, 410, 411, 412, 413, 414 Mexico, 375, 381 Meyer, J.W, 14, 222, 318, 374, 451 Meyer, K, 12 Micro-level interaction, 401 Micropolitical activities, 167 Micro-political perspective, 326, 327, 330 Micropolitics, 164–166, 169, 181, 186, 267 Minimum wage, 411 MNC Headquarters, 15, 53 MNC staffing, 269, 276, 278, 285, 286, 287 Morgan, G., 7, 15, 19, 20, 29, 32n4, 49, 57, 61, 62, 131, 268, 270, 300, 326, 328, 329, 330, 332, 333, 334, 341, 345, 394 Motivation, 83, 85, 86, 93, 254, 259, 365, 366, 367 Multicultural, 48 Multilingual, 194, 198, 214, 223 Multilingual MNC, 195, 197, 198, 199, 211, 216, 221, 222, 223, 224 Multinational Corporation (MNC), 3–33, 72, 99–121, 162–168, 194, 195, 197, 204, 222, 233–262, 270, 271, 296, 325–347, 357, 391, 394, 425, 427–429, 445–472 Multinationalism, 359 Multinationals, 44, 63, 65, 115, 270, 366, 377 Nature of decision-making, 114, 118 Nature of MNC, 26, 128, 234 Neeley, T. B, 214, 215, 216, 220 Negotiation, 16, 49, 116, 146, 150, 164, 165, 173, 234, 237, 260, 261, 316, 383 Neo-Institutional Theory, 99–121 Neo-institutionalism, 24, 28, 113, 128 Network, 62, 104, 334, 342, 399 Network, differentiated, 78, 203, 336 Network, integrated, 26, 182, 194, 204 Network, personal, 254 Network perspective, 72, 75, 77, 78, 79, 80, 83, 88, 93, 203 Nohria, N., 78, 203, 204, 328, 336, 345, 380 Nordic countries, 130, 463 Oliver, C, 103, 113 O’Mahoney, J., 273, 274 Ontology, 114, 266, 269, 273, 274, 278 Open system, 6, 104, 284 Opportunism, 340 Organization, 3–33, 114, 193–225, 238, 361, 362, 365 Organization design, 78, 80, 84, 85, 89, 194, 209, 212, 213, 214, 215 Organizational behavior, 362 Organizational change, 302, 327 Organizational environment, 18, 104, 378 Organizational politics, 218, 326 Organizational rationality, 326 Organizational structures, 119, 120, 331, 373, 382 Organizational theory, 21, 202, 377 Organizing, 21, 57, 72, 311, 328 Ownership, 15, 45, 82, 84, 281, 282, 436 Paper industry, 134, 145, 147, 152, 244 Peng, M. W, 12, 102, 103, 104, 105, 110, 113 Phillips, N, 55, 110, 111, 136, 238, 428 Phronēsis, 437 Piekkari, R, 16, 21, 25, 108, 163, 193, 197, 210, 211, 214, 219, 220, 221, 332, 377, 393 Plurality, 302, 346 Poland, 213 Policy, 54, 167, 168, 169, 172, 175, 176, 181, 182, 217, 218, 363, 413 Political, 45, 181, 341, 364, 365, 372, 382, 418, 450 Political bargaining, 236, 237, 251, 256 Political games, 55 Political struggles, 29 Political system, 16, 195, 202, 209, 328 Politicization, 28, 29, 50, 55, 389–418 Politicization, consequences of, 398 Politics, 11, 15, 26, 32, 218–221, 261, 268, 326, 330–334, 391, 394, 395 Politics of the MNC, 218–221 Positioning, 132, 138, 310, 368 Post-acquisition, 343, 347 Post-colonial perspective, 22, 220 Post-merger, 21, 33n7, 300, 301, 314 Powell, W. W, 14, 104, 109, 111, 112, 113, 114, 331, 335 Power, 11, 54–55, 109, 168, 173, 175, 178, 218–221, 268, 326, 330–334, 340, 372, 391, 394, 396, 453 Power, balance of, 51, 53, 54, 63 Power, role of, 329 Power game theory, 330, 331, 332, 334, 345 Power games, 55, 326, 330–332, 334, 337, 339, 345, 346 Power over, 364, 396, 408 Power relations, 16, 26, 28, 52, 64, 115, 162, 164, 165, 182, 235, 243, 244, 250, 257, 258, 260, 330, 333, 335, 361, 362, 364, 365, 372, 374, 375, 381, 382, 391 Power resources, 13, 218, 342, 394, 398 Power source, 174, 429 Power structure, 26, 167, 173, 313, 315, 333 Prahalad, C.K., 12, 76, 200, 202, 203, 205, 296, 328 Preferences, 338, 365, 366, 398 Private regulation, 418n3, 449, 456, 457, 458 Quack, S., 131, 267, 336, 364 Rationality, 77, 82, 102, 103, 105, 106, 113, 114, 115, 116, 211, 242, 331, 374, 377 Rationality bounded, 77 Rationalization, 105, 116, 118, 119 Reflexivity, 235, 256, 268, 269, 285 Regime, 373, 383 Relationships, 7, 27, 72, 76–77, 80, 166, 180, 267, 274, 295–319, 328, 329, 332, 343, 344, 391, 404, 426, 454, 472 Relationships, external, 237 Relevant actors, 111, 340, 342, 403 Relocation, 287n1, 374, 380 Research, 8, 11, 12, 13–14, 18, 21, 22, 24, 26, 27, 28, 30, 31, 32, 72, 74, 77, 78, 80, 92–93, 101, 117–121, 128, 129, 132, 133–135, 164, 168, 169, 171, 180–183, 184, 185, 194–225, 236–238, 239–241, 270, 271, 273, 282, 284, 287, 296, 298, 299, 300, 301–302, 316, 317, 382, 417, 440, 448, 449, 464, 472 Research design, 93, 133–135, 239–241, 417 Research method, 12, 17, 18, 185, 273 Research process, 223 Research question, 44, 75, 93, 117, 119, 120, 448 Resistance, 21, 55, 57, 165, 168, 172, 176–178, 182, 203, 234, 236, 237, 242, 243, 249, 251, 253, 268, 362, 374, 381 Resource, 8, 13, 27, 52, 54–55, 114, 115, 132, 148, 194, 204, 213, 214, 218, 219, 220, 237, 259, 260, 261, 281, 299, 315, 317, 328, 338–339, 399 Resource, critical, 55, 299 Resource dependency, 13, 213, 237, 328 Resource exchange, 328 Restructuring, 21, 134, 171, 178, 205, 360, 392, 415 Ridderstrale, J, 13, 78, 299 Ritual, 47, 59, 165 Roth, K., 5, 14, 15, 100, 104, 110, 112, 128, 234, 296, 299, 326, 329, 456 Rules, 28, 45, 55, 59, 60, 176, 274, 285, 286, 315, 331, 333, 334, 340, 363, 375, 383, 395, 418, 458, 469 Rules institutional, 268, 452, 453 Rules of the game, 28, 47, 55, 327, 333, 342, 344 Russia, 213, 428, 460 Sahlin, K, 113 Saka-Helmhout, A., 20, 21, 267, 297, 298, 299, 326 Scott, W. R, 14, 18, 19, 102, 113, 116, 278, 281, 282, 335, 400, 450, 453 Scullion, H., 269, 270, 271, 366, 367 Sector, 129, 404, 413, 414 Sector, industrial, 29, 131, 132, 144 Sense-giving, 24, 119, 120, 308 Sense-making, 4, 18, 21, 24, 119, 120, 215, 221, 298, 300 Set of actors, 62, 285 Shareholder, 44, 150, 343, 438 Shareholder model, 45 Shareholder value, 102 Shop steward, 136, 137, 149 Shutdown, 134, 139, 140, 149, 150, 151 Smith, C., 19, 26, 268, 280, 281, 283, 285 Social capital, 338, 342, 344 Social change, 391, 393 Social construction, 16, 26, 116, 119, 211, 215, 218, 221, 223, 273, 274, 285, 340 Social media, 438 Social movements, 22, 28, 29, 383, 390, 393, 395, 396, 401, 413 Social network, 79, 176 Social relation, 64, 165, 181, 371 Social relationship, 268 Social space, 20, 268 Social structure, 197, 273, 274, 319n3, 360, 374, 378 Social system, 166, 211, 212 Socialization, 78, 203, 222, 336, 338, 366, 367 Societal institution, 269, 328 Socioeconomic action, 268 Socio-political, 8, 268 Socio-political issues, 402 Socio-political process, 26 Socio-political, nature of MNC, 26 Sorge, A, 15, 20, 128, 131, 154 Sovereignty, 53, 63 Stakeholder, 28, 30, 31, 268, 446, 448, 449, 451, 470 Stakeholder impacts, 437–439 Stakeholder salience, 30, 448, 449, 452, 453, 454, 456, 457, 461, 462, 469, 471, 472 Standardization, 306, 451 State-owned enterprises/firms, 281 Strategic alliance, 51, 340, 426 Strategic approach, 20, 117, 118, 119, 120, 249 Strategic decision making, 81, 84, 221, 299, 395, 450 Strategic management, 102 Strategy, 31, 49, 50–51, 54–55, 61, 76, 78, 128, 194, 212, 256, 273, 338, 409, 449 Strategy, corporate, 55, 114, 118, 137 Strategy, political, 51, 284, 315 Structuration, 111, 392, 398, 400, 404, 416, 417 Struggle, 26, 60, 233–262, 338, 339, 340, 341, 342, 395, 396, 397, 399, 413, 414 Subjectivity, 235, 242, 256, 258 Subsidiary, 52, 89, 90, 110, 201, 236, 299, 308, 310, 311, 314 Subsidiary autonomy, 236, 261, 333 Subsidiary bargaining power, 50 Subsidiary initiative, 13, 79, 234, 235, 236, 238, 239, 240, 242, 248, 249, 250, 252, 254, 256, 259, 261, 262 Subsidiary initiative-taking, 16, 260, 261, 334 Subsidiary lobbying, 237, 252, 255, 256 Subsidiary management, 237, 267, 328 Subsidiary power, 79, 88 Subsidiary role, 234, 236, 237 Suddaby, R., 20, 113, 222, 242 Superiority, 79, 247, 249, 382 Sweden, 140, 219, 460 Symbolic capital, 28, 338, 339, 340, 342, 343, 344, 346 Technology transfer, 82, 93 Tempel, A., 132, 218, 297, 317, 329 Thévenot, L., 297, 298, 301, 302, 303, 304, 305, 307, 310, 311, 313, 314, 318 Tienari, J., 17, 21, 130, 220, 235, 238, 260, 261, 298, 332, 364, 378, 382, 401 Tietze, S., 16, 211, 220, 221 Top management team, 221 Top managers, 153, 248 Top-down, 77, 238, 334, 454 Trade union, 15, 25, 115, 133, 143, 145, 146, 149, 150, 151, 152, 346, 399, 402, 403, 406, 411, 412, 413, 414, 415, 416, 418 Traditional MNC, 10, 260 Transaction cost, 7, 13, 327 Translation, 201, 215, 217, 218, 219, 359, 409, 437 Translation process, 136 Translator, 20, 218 Transnational fields, 391, 398 Unit of analysis, 19, 20, 21, 29, 317, 328 United Arab Emirates, 277, 279, 460 United Kingdom, 12, 115, 140, 179, 217, 304, 403, 407, 432, 435, 454, 460, 461, 471 Vaara, E., 17, 21, 26, 130, 178, 220, 225n8, 234, 235, 238, 239, 243, 260, 261, 262, 298, 332, 342, 378, 401 Value chain, 10, 27, 73, 82, 84, 237, 316, 317, 458 van Maanen, J., 7, 14, 18, 25, 162, 165, 167, 169, 185, 220, 242 Varieties of capitalism (VoC), 15, 20, 28, 128, 267, 269 Verbeke, A, 12, 31, 51, 134 Vernon, R., 50, 102, 195, 196, 199, 225n6, 327 Vignette, 28, 327, 341, 344 Vincent, S., 273, 274 Walgenbach, P., 15, 19, 24, 26, 101, 115, 128, 132, 317, 329, 335, 336, 345 C., 163, 210, 393 16, 197, 211, 16, 197, E., 6, 7, 14, 15, 16, 18, 19, 21, 23, 25, 27, 31, 32n1, 32n3, 101, 103, 108, 208, 211, 217, 220, R., 6, 15, 20, 60, 129, 131, 132, 268, 328 K, 15, 20, 21, 115, 128, 172, 203, 237, 273, 299, 330, 470 358, 359, 360, 362, 363, 371, 375 force, 461 235, 239, 243, 244, 247, 252, 253, 254, 255, 258, 259, 260, 261, 262 S., 14, 15, 19, 101, 272, 297, 298, 327, 329, 336, 447, 448, 449, 450, 451, 458, 469 S., 390, 397, 401, 402, 413, 414, J., 129, 181, 237, 261, 300, 307, the Multinational Corporations and Organization Theory: Perspectives East India of of in the Contingency and Global Neo-Institutional the Multinational Corporation the and Country of in the of Paper of and Conceptual and in the of the MNC Language Research the MNC and Organization in the Multinational Corporation Discursive Critical the in and Convention of and Multinational Corporation Field of and Organization the MNC and of Private Comparative Institutional Multinational Corporations the

Récupéré en direct depuis OpenAlex et désinversé. Les résumés ne sont pas conservés dans cette base de données : les index inversés représentent 8,6 Go des 9,3 Go de texte de la base, et le serveur dispose de 13 Go libres.