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dc.contributor.authorHarzing, AW
dc.contributor.authorSorge, A
dc.date.available2014-05-21T21:00:17Z
dc.date.issued2003-02-01
dc.identifierhttp://gateway.webofknowledge.com/gateway/Gateway.cgi?GWVersion=2&SrcApp=PARTNER_APP&SrcAuth=LinksAMR&KeyUT=WOS:000181135300001&DestLinkType=FullRecord&DestApp=ALL_WOS&UsrCustomerID=d4d813f4571fa7d6246bdc0dfeca3a1c
dc.identifier.citationHarzing, A. W. & Sorge, A. (2003). The relative impact of country of origin and universal contingencies on internationalization strategies and corporate control in multinational enterprises: Worldwide and European perspectives. ORGANIZATION STUDIES, 24 (2), pp.187-214. https://doi.org/10.1177/0170840603024002343.
dc.identifier.issn0170-8406
dc.identifier.urihttp://hdl.handle.net/11343/27975
dc.descriptionC1 - Refereed Journal Article
dc.description.abstractWe examine the importance of country-of-origin effects and of universal contingencies such as industrial recipes in organizational practices at the international level of multinational enterprises. This is based on a study comparing European (Finnish, French, German, Dutch, Swiss, Swedish, British), American and Japanese multinational enterprises. Although multinationals are highly internationalized by definition, our study shows their organizational control practices at the international level to be more than anything else explained by their country of origin. Universal contingencies such as size and industry, on the other hand, are more related to internationalization strategy. Internationalization strategy and organizational control are associated with different sets of variables; to this extent they appear more de-coupled with regard to each other than the literature suggests. Multinationals appear to follow tracks of coordination and control in which they have become embedded in their country of origin. Nationally specific institutions and culture have to be interpreted as particularistic but universally practicable facilitators of internationally competing organizational practices.
dc.languageEnglish
dc.publisherSAGE PUBLICATIONS LTD
dc.subjectBusiness and Management
dc.titleThe relative impact of country of origin and universal contingencies on internationalization strategies and corporate control in multinational enterprises: Worldwide and European perspectives
dc.typeJournal Article
dc.identifier.doi10.1177/0170840603024002343
melbourne.peerreviewPeer Reviewed
melbourne.affiliationThe University of Melbourne
melbourne.affiliation.departmentManagement and Marketing
melbourne.source.titleOrganization Studies
melbourne.source.volume24
melbourne.source.issue2
melbourne.source.pages187-214
melbourne.publicationid20711
melbourne.elementsid258906
melbourne.contributor.authorHARZING, ANNE-WIL
melbourne.internal.ingestnoteAbstract bulk upload (2017-07-20)
dc.identifier.eissn1741-3044
melbourne.accessrightsThis item is currently not available from this repository


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