NDLI: Interpretive Frames as the Organization’s “Mirror”: From Espoused Values to Social Integration in MNEs

Content Provider	Springer Nature Link
Author	Grøgaard, Birgitte Colman, Helene Loe
Copyright Year	2016
Abstract	Many multinational enterprises (MNEs) seek to strengthen their competitive positions through internal integration. Socialization is a key integration mechanism to leverage advantages across MNEs’ geographically dispersed organizational units. Parent organizations often communicate a set of values intended to guide action throughout the MNE, referred to as espoused values, to initiate a socialization process. However, we have limited insights into how espoused values are endorsed and subsequently contribute to MNE integration. Through a case study, we analyze how espoused values are interpreted by the foreign subsidiaries and influence subsequent subsidiary behavior. Our findings suggest that the socialization process is complex, where the local context and perceptions of headquarter nationality provide the frames for interpretation. We identify that even though the espoused values may differ in their operationalization in local contexts, they can still contribute to MNE integration. This study contributes to existing MNE literature by conceptualizing the role of interpretive frames and the endorsement of values in achieving integration through espoused values.
Starting Page	171
Ending Page	194
Page Count	24
File Format	PDF
ISSN	09388249
Journal	Management International Review
Volume Number	56
Issue Number	2
e-ISSN	18618901
Language	English
Publisher	Springer Berlin Heidelberg
Publisher Date	2016-01-22
Publisher Place	Berlin, Heidelberg
Access Restriction	One Nation One Subscription (ONOS)
Subject Keyword	Multinational enterprise Espoused values Socialization Social integration Integration Business and Management Organization Emerging Markets/Globalization Business Strategy/Leadership Operations Management
Content Type	Text
Resource Type	Article
Subject	Business and International Management Strategy and Management

Sl.	Authority	Responsibilities	Communication Details
1	Ministry of Education (GoI), Department of Higher Education	Sanctioning Authority	https://www.education.gov.in/ict-initiatives
2	Indian Institute of Technology Kharagpur	Host Institute of the Project: The host institute of the project is responsible for providing infrastructure support and hosting the project	https://www.iitkgp.ac.in
3	National Digital Library of India Office, Indian Institute of Technology Kharagpur	The administrative and infrastructural headquarters of the project	Dr. B. Sutradhar bsutra@ndl.gov.in
4	Project PI / Joint PI	Principal Investigator and Joint Principal Investigators of the project	Dr. B. Sutradhar bsutra@ndl.gov.in Prof. Saswat Chakrabarti will be added soon
5	Website/Portal (Helpdesk)	Queries regarding NDLI and its services	support@ndl.gov.in
6	Contents and Copyright Issues	Queries related to content curation and copyright issues	content@ndl.gov.in
7	National Digital Library of India Club (NDLI Club)	Queries related to NDLI Club formation, support, user awareness program, seminar/symposium, collaboration, social media, promotion, and outreach	clubsupport@ndl.gov.in
8	Digital Preservation Centre (DPC)	Assistance with digitizing and archiving copyright-free printed books	dpc@ndl.gov.in
9	IDR Setup or Support	Queries related to establishment and support of Institutional Digital Repository (IDR) and IDR workshops	idr@ndl.gov.in

Cultural Change Following International Acquisitions: Cohabiting the Tension Between Espoused and Practiced Cultures

Global Business Strategy: Multinational Corporations Venturing into Emerging Markets

High-Performance Work Systems and Organizational Performance in Emerging Economies: Evidence from MNEs in Turkey

Rugman, A. M.: The Regional Multinationals, MNEs and “Global” Strategic Management : Cambridge: Cambridge University Press 2005

Institutional Distance and Foreign Subsidiary Performance in Emerging Markets: Moderating Effects of Ownership Strategy and Host-Country Experience

Human Resource Management in Multinational Enterprises: Evidence From a Late Industrializing Economy

Learning from Others: the Impact of Vicarious Experience on the Psychic Distance and FDI Relationship

Language, Cultural Intelligence, and Inpatriate Turnover Intentions: Leveraging Values in Multinational Corporations through Inpatriates

Revisiting Ghoshal and Bartlett’s Theory of the Multinational Corporation as an Interorganizational Network

Interpretive Frames as the Organization’s “Mirror”: From Espoused Values to Social Integration in MNEs

Similar Documents

Cultural Change Following International Acquisitions: Cohabiting the Tension Between Espoused and Practiced Cultures

Global Business Strategy: Multinational Corporations Venturing into Emerging Markets

High-Performance Work Systems and Organizational Performance in Emerging Economies: Evidence from MNEs in Turkey

Rugman, A. M.: The Regional Multinationals, MNEs and “Global” Strategic Management : Cambridge: Cambridge University Press 2005

Institutional Distance and Foreign Subsidiary Performance in Emerging Markets: Moderating Effects of Ownership Strategy and Host-Country Experience

Human Resource Management in Multinational Enterprises: Evidence From a Late Industrializing Economy

Learning from Others: the Impact of Vicarious Experience on the Psychic Distance and FDI Relationship

Language, Cultural Intelligence, and Inpatriate Turnover Intentions: Leveraging Values in Multinational Corporations through Inpatriates

Revisiting Ghoshal and Bartlett’s Theory of the Multinational Corporation as an Interorganizational Network

Interpretive Frames as the Organization’s “Mirror”: From Espoused Values to Social Integration in MNEs