Remaking Management: Between Global and Local

Half-title......Page 3
Title......Page 5
Copyright......Page 6
Contents......Page 7
Tables......Page 11
Notes on contributors......Page 13
Introduction......Page 19
Globalisation......Page 21
Varieties of capitalism......Page 25
Conclusions......Page 29
References......Page 32
Part I Conceptualising International and Comparative Management......Page 35
Preface: Dominance, diversity and the historical process in management practice......Page 37
Introduction......Page 43
National business systems......Page 45
Convergence through globalisation......Page 49
Varieties of capitalism......Page 52
States, firms and change......Page 55
An alternative framework: distinguishing system, society and dominance effects......Page 57
System effects: universalism......Page 61
Societal effects: national divergence......Page 63
Dominance effects......Page 65
Applying the SSD model......Page 66
Dominance and diffusion......Page 68
Conclusions: transnational firms and the SSD model......Page 70
References......Page 72
Compressed categories and unwarranted claims: the culture of what, who, how and when?......Page 79
Nation (whose culture?)......Page 80
Causality (how is it supposed to influence?)......Page 81
Nationally common I......Page 83
Nationally common II......Page 84
Enduring......Page 85
Empirical evidence......Page 87
Identifying national culture......Page 88
Answers to attitudinal questions......Page 89
Artefacts......Page 91
Fables: so yesterday......Page 94
Anthropology......Page 95
Historiography......Page 97
National identity and fictive kinship......Page 98
Discussion and conclusions......Page 99
References......Page 101
Introduction: making and remaking management......Page 108
Comparative history: economic development......Page 111
National systems: national management......Page 119
World systems: global management......Page 126
References......Page 133
Part II Systems in Transition......Page 137
Preface: System as same and different......Page 139
References......Page 144
Introduction......Page 145
The post-socialist transformation......Page 147
Theorising the transformation of organisation and management......Page 151
Institutional transfer, economic transition and global convergence......Page 153
Knowledge recombination, path-dependent transformation and continuing diversity......Page 155
Translation, accommodative transformation and hybridisation......Page 157
Institution building in different organisational settings......Page 160
Foreign-influenced firms......Page 161
State-owned and privatised enterprises......Page 162
New private business......Page 163
Conclusions......Page 165
References......Page 167
Introduction......Page 174
Country of origin......Page 175
UK and Chinese national business systems......Page 176
Host-country factors preventing diffusion and promoting local isomorphism......Page 178
Firm-level decisions and responses......Page 179
Means of transfer......Page 180
Research methodology......Page 182
Findings from UK-Store......Page 183
Age composition of workforce......Page 185
Reward system......Page 186
Training......Page 188
Transferring a flat hierarchy......Page 190
Conclusions......Page 194
References......Page 196
Prelude......Page 199
Introduction......Page 200
Retail change and technology transfer......Page 202
The rise of cooperatives and the first transplantation of Migros......Page 205
The search for modern retailing and marketing in scarcity and turbulence......Page 210
The cloning of Migros-Türk with market liberalisation......Page 212
The survival of a hybrid through technology absorption and internationalisation......Page 215
Analysis and conclusions......Page 218
Notes......Page 221
References......Page 222
Part III Society as Open and Closed......Page 225
Preface: Society and comparative differences......Page 227
Introduction......Page 235
Economic dominance......Page 239
Inheritance and Islamic charities......Page 244
Business structure......Page 249
Trust......Page 251
Remittances......Page 253
Trading diasporas......Page 256
The ecology of capitalism......Page 260
Notes......Page 262
Books and articles......Page 263
Newspapers......Page 268
Introduction......Page 269
Background: cultural and creative industries......Page 271
Methodology: the empirical study......Page 272
A brief history: the uniqueness of German theatre......Page 273
Stability: the theatrical employment system......Page 276
Threats: globalisation, economisation and market pressures......Page 278
Responses: debates, strategies and local practices......Page 281
Conclusions: traditions, forces and ambiguities......Page 283
References......Page 285
Introduction......Page 289
The industrial district concept......Page 290
‘Representing’ the industrial district: the industrial district as a model......Page 293
English industrial districts......Page 295
Conclusion: districts, meta-narratives and the SSD model......Page 305
References......Page 307
Introduction......Page 310
Background: overseas R&D as a knowledge incubator......Page 313
The social embeddedness of MNCs and transnational social learning space......Page 315
Research methods and the sample......Page 317
International R&D organisation and distributed organisational learning: integrated networks versus the hub model......Page 319
US MNCs: strategic university partnerships and regional scientific networks......Page 325
Japanese MNCs: 'embedded laboratories'......Page 328
‘Embedded laboratory’ as organisational space for transnational learning: J-ICT's Cambridge laboratory......Page 329
‘Embedded laboratory’ and problems in local embedding: J-Pharma's London laboratory......Page 332
Discussion......Page 336
Conclusions......Page 340
References......Page 341
Part IV The Search for Global Standards......Page 349
Preface: Dominance, best practice and globalisation......Page 351
References......Page 358
Introduction......Page 359
Strategy and manufacturing divergence......Page 360
Japan and best practices......Page 361
Examining lean production......Page 362
Japanese car-making strategies......Page 364
Japanisation: a successful strategy?......Page 370
Conclusions: align manufacturing and corporate strategy......Page 372
References......Page 373
Introduction......Page 376
‘Beacon’ programmes......Page 378
Policy transfer and cross-jurisdictional learning......Page 380
Reasons for visits......Page 383
What might be transferred......Page 384
Constraints on transfer......Page 387
Administrative and financial constraints......Page 388
Institutional constraints......Page 389
Successful transfer?......Page 391
Policy transfer and convergence......Page 392
Conclusions......Page 394
References......Page 395
Introduction......Page 398
Ad agency origins and organisation......Page 399
Agency brands and their management styles......Page 400
The relative neglect of the material practices of advertising production......Page 401
What do ad agencies do?......Page 405
Critical ethnographic studies of ad agencies......Page 407
What sort of management occurs in an ad agency?......Page 408
Thai ad agencies......Page 411
Advertising agencies in the United States......Page 413
Advertising agencies in the United Kingdom......Page 415
Conclusions: cross-cultural studies of advertising management and the SSD model......Page 417
References......Page 419
Introduction......Page 422
A theoretical lens for understanding organised labour in Europe......Page 423
The rise and spread of CSR in Europe......Page 426
Case study 1: Van de Velde......Page 430
Case study 2: Groupe Agro Alimentaire (AA Group)......Page 432
Case study 3: STARCAR......Page 433
Comparative discussion of case research......Page 434
Discussion......Page 437
References......Page 441
The dominance effect, hyperglobalisers and convergence......Page 446
Being German: 'Germanness' in the international business context......Page 447
Made by whom? German companies, national and global identity......Page 449
Identity and corporations: Erving Goffman and changes to corporate identity......Page 452
Case study 1: ZwoBank......Page 454
Case Study 2: AutoWorks......Page 456
Moves towards the international: the matrix integration and the merger......Page 458
Culture, Germanness and internationalism......Page 460
The result: international, but German......Page 462
German but international: AutoWorks......Page 463
Structure and international management......Page 464
International products: culture in AutoWorks......Page 465
The result: German, but international......Page 467
ZwoBank: still local?......Page 468
AutoWorks: a global company?......Page 469
Why stay national? The benefits of German identity for both companies......Page 471
Culture and globalisation: how self-presentation connects the national and the international......Page 472
References......Page 474
Index......Page 477