Titlebook: Challenges for European Management in a Global Context; Experiences From Bri Mike Geppert (Lecturer in Organizational Behaviour Book 2002 P

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Headquarters—subsidiary Relationships in Multinational Companies: A British—German Comparisonmust be understood and planned for if the manager is to be effective in cross-cultural situations’ (Pugh and Hickson 1996: 3899; see also the overview in Geppert et al. this volume, based on Child, 2000).

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https://doi.org/10.1007/978-3-319-45011-7esis). Members within each of these three groups are believed to act in a similar way, no matter where the firm is located. Interaction between members within each of these groups should therefore pose no obstacles for conducting business internationally: there would seem to be no need to think about peculiarities within specific countries.

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Introduction: Challenges for European Management in a Global Context — Introduction, Approaches and r a long time there has been a dominant bias on evolutionary concepts (Westney and Zaheer, 2001) and secondly, the North American perspective has been an overwhelming influence on the field. An example of this is the ., in which nearly all the authors of this state-of-the-art work are based at, or c

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Global Change Management Approaches in MNCs and Distinct National Trajectories: Britain and Germany eems to be a rather strong, if not dominating, school of thought, which argues that globalization will ultimately result in the worldwide convergence of organizational patterns. There is talk of the ‘stateless’ enterprise (Parker, 1998) and the ‘transnational’ organization (Bartlett and Ghoshal, 198

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Headquarters—subsidiary Relationships in Multinational Companies: A British—German Comparisonto internationalizing influences. Such influences can be divided into two main areas:.This debate continues, partly under new auspices, along a well-established track, which focuses on the extent of and explanations for . and .. The literature has used these concepts in different ways. An authoritat

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