Global, national and local practices in multinational corporations: towards a sociopolitical framework

Global, National and Local Practices in Multinational Corporations – Towards a Socio-political Framework

This paper intends to shed some light on strategies and power resources of subsidiary managers and employee representatives involved in ‘charter changes’ and the implementation of ‘best practices’ developed elsewhere. Research shows that local managers face a dilemma in that they need both internal legitimacy (within the MNC itself) and external legitimacy (within the local context). We argue t...

Global ERP Implementations and Harmonization of Practices in Multinational Corporations: A Conceptual Framework

Multinational corporations have been at the front of the ERP movement since its origins. The globalization of markets had a profound effect on multinational corporations’ IT strategies, including ERP systems, to facilitate supporting the global outlook. Despite the increasing growth of global ERP systems, the focus of research has been mostly on the intraorganizational aspects. Implementation o...

Multinational corporations.

Bargains Old and New: Multinational Corporations in Global Governance

This paper outlines an approach for understanding the role of multinational corporations (MNCs) in global governance. We develop a typology of regime types with two dimensions, the goal of the regime, which can be market enabling or regulatory, and the location of authority, which can be national, regional, or international, with public and private elements. MNCs tend to support the creation of...

Alliance portfolio management: Multilevel practices of multinational corporations