A Question of Legitimacy? A Dynamic Perspective on Multinational Firm Control

References

• Aguilera RV, Filatotchev I, Gospel H, Jackson G. (2008) An organizational approach to comparative corporate governance: Costs, contingencies, and complementarities. Organ. Sci. 19(3):475–492.Link, Google Scholar
• Alvesson M, Kärreman D. (2007) Unraveling HRM: Identity, ceremony, and control in a management consulting firm. Organ. Sci. 18(4):711–723.Link, Google Scholar
• Ambos B, Reitsperger WD. (2004) Offshore centers of excellence: Social control and success. Management Internat. Rev. 44(2):51–65.Crossref, Google Scholar
• Ambos B, Schlegelmilch BB. (2007) Innovation and control in the multinational firm: A comparison of political and contingency approaches. Strategic Management J. 28(5):473–486.Crossref, Google Scholar
• Andersson U, Forsgren M. (1996) Subsidiary embeddedness and control in the multinational corporation. Internat. Bus. Rev. 5(5):487–508.Crossref, Google Scholar
• Anteby M. (2009) Identity incentives as an engaging form of control: Revisiting leniencies in an aeronautic plant. Organ. Sci. 19(2):202–220.Link, Google Scholar
• Arendt H. (1970) On Violence (Allen Lane, London).Google Scholar
• Astley WG, Sachdeva PS. (1984) Structural sources of intraorganizational power: A theoretical synthesis. Acad. Management Rev. 9(1):104–113.Google Scholar
• Barker JR. (1993) Tightening the iron cage: Concertive control in self-managing teams. Admin. Sci. Quart. 38(3):408–437.Crossref, Google Scholar
• Bartlett CA, Ghoshal S. (1989) Managing Across Borders: The Transnational Solution (Harvard Business School Press, Boston).Google Scholar
• Beckmann CM, Haunschild PR. (2002) Network learning: The effects of partners’ heterogeneity of experience on corporate acquisitions. Admin. Sci. Quart. 47(1):92–124.Crossref, Google Scholar
• Bijlsma-Frankema KM, Costa AC. (2010) Consequences and antecedents of managerial and employee legitimacy interpretations of control: A natural open system approach. , Sitkin SB, Cardinal LB, Bijlsma-Frankema K, eds. Organizational Control (Cambridge University Press, Cambridge, UK), 396–433.Crossref, Google Scholar
• Birkinshaw J, Hood N. (1998) Multinational subsidiary evolution: Capability and charter change in foreign-owned subsidiary companies. Acad. Management Rev. 23(4):773–795.Crossref, Google Scholar
• Boddewyn JJ, Brewer TL. (1994) International business political behavior: New theoretical directions. Acad. Management Rev. 19(1):119–143.Google Scholar
• Bouquet C, Birkinshaw J. (2008) Managing power in the multinational corporation: How low-power actors gain influence. J. Management 34(3):477–508.Crossref, Google Scholar
• Brenner B. (2009) Management Control in Central and Eastern European Subsidiaries (Palgrave Macmillan, London).Google Scholar
• Brown JS. (2004) Minding and mining the periphery. Long Range Planning 37(2):143–151.Crossref, Google Scholar
• Burt RS. (1987) Social contagion and innovation: Cohesion versus structural equivalence. Amer. J. Sociol. 92(6):1287–1335.Crossref, Google Scholar
• Cardinal LB, Sitkin SB, Long CP. (2004) Balancing and rebalancing in the creation and evolution of organizational control. Organ. Sci. 15(4):411–431.Link, Google Scholar
• Cardinal LB, Sitkin SB, Long CP. (2010) A configurational theory of control. , Sitkin SB, Cardinal LB, Bijlsma-Frankema KM, eds. Organizational Control (Cambridge University Press, Cambridge, UK), 51–79.Crossref, Google Scholar
• Cardinal LB, Turner SF, Fern MJ, Burton RM. (2011) Organizing for product development across technological environments: Performance trade-offs and priorities. Organ. Sci. 22(4):1000–1025.Link, Google Scholar
• Carpenter MA, Westphal JD. (2001) The strategic context of external network ties: Examining the impact of director appointments on board involvement in strategic decision making. Acad. Management J. 44(4):639–660.Crossref, Google Scholar
• Chandler AD. (1962) Strategy and Structure: Chapters in the History of the Industrial Enterprise (MIT Press, Cambridge, MA).Google Scholar
• Chandler AD. (1991) The functions of the HQ unit in the multibusiness firm. Strategic Management J. 12(S2):31–50.Crossref, Google Scholar
• Child J. (1973) Strategies of control and organizational behavior. Admin. Sci. Quart. 18(1):1–17.Crossref, Google Scholar
• Dacin MT, Ventresca MJ, Beal BD. (1999) The embeddedness of organizations: Dialogue and directions. J. Management 25(3):317–356.Crossref, Google Scholar
• Dahl RA. (1957) The concept of power. Behav. Sci. 2(3):201–215.Crossref, Google Scholar
• Dahl RA. (1961) Who Governs? Democracy and Power in an American City (Yale University Press, New Haven, CT).Google Scholar
• Daniels JD, Cannice MV. (2004) Interview studies in international business research. , Marschan-Piekkari R, Welch C, eds. Handbook of Qualitative Research Methods for International Business (Edward Elgar, Cheltenham, UK), 185–206.Google Scholar
• Davis GF. (1991) Agents without principles? The spread of the poison pill through the intercorporate network. Admin. Sci. Quart. 36(4):583–613.Crossref, Google Scholar
• DiMaggio PJ, Powell WW. (1983) The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. Amer. Sociol. Rev. 48(2):147–160.Crossref, Google Scholar
• Doz YL, Prahalad CK. (1981) Headquarters influence and strategic control in MNCs. MIT Sloan Management Rev. 23(1):15–29.Google Scholar
• Doz YL, Prahalad CK. (1984) Patterns of strategic control within multinational corporations. J. Internat. Bus. Stud. 15(2):55–72.Crossref, Google Scholar
• Doz YL, Prahalad CK. (1991) Managing MNCs: A search for a new paradigm. Strategic Management J. 12(S1):145–164.Crossref, Google Scholar
• Doz YL, Santos J, Williamson P. (2001) From Global to Metanational: How Companies Win in the Knowledge Economy (Harvard Business School Press, Boston).Crossref, Google Scholar
• Durkheim E. (1984) The Division of Labour in Society. Translated by , Halls WD (Macmillan, London).Google Scholar
• Egelhoff WG. (1991) Information-processing theory and the multinational enterprise. J. Internat. Bus. Stud. 22(3):341–368.Crossref, Google Scholar
• Eisenhardt KM. (1985) Control: Organizational and economic approaches. Management Sci. 31(2):134–149.Link, Google Scholar
• Eisenhardt KM. (1989a) Agency theory: An assessment and review. Acad. Management Rev. 14(1):57–74.Crossref, Google Scholar
• Eisenhardt KM. (1989b) Building theories from case study research. Acad. Management Rev. 14(4):488–511.Crossref, Google Scholar
• Eisenhardt KM. (1991) Better stories and better constructs: The case for rigor and comparative logic. Acad. Management Rev. 16(3):620–627.Crossref, Google Scholar
• Evans P, Doz YL, Laurent A. (1989) Human Resource Management in International Firms: Change, Globalization, Innovation (Houndsmills, London).Google Scholar
• Fiss PC, Zajac EJ. (2004) The diffusion of ideas over contested terrain: The (non)adoption of a shareholder value orientation among German firms. Admin. Sci. Quart. 49(4):501–534.Crossref, Google Scholar
• Galaskiewicz J, Burt RS. (1991) Interorganizational contagion in corporate philanthropy. Admin. Sci. Quart. 36(1):88–105.Crossref, Google Scholar
• Gencturk EF, Aulakh PS. (1995) The use of process and output controls in foreign markets. J. Internat. Bus. Stud. 26(4):755–786.Crossref, Google Scholar
• Geppert M, Matten D. (2006) Institutional influences on manufacturing organization in multinational corporations: The “cherrypicking” approach. Organ. Stud. 27(4):491–515.Crossref, Google Scholar
• Geppert M, Williams K, Matten D. (2003) The social construction of contextual rationalities in MNCs: An Anglo-German comparison of subsidiary choice. J. Management Stud. 40(3):617–641.Crossref, Google Scholar
• Gioia DA, Thomas JB. (1996) Identity, image, and issue interpretation: Sensemaking during strategic change in academia. Admin. Sci. Quart. 41(3):370–403.Crossref, Google Scholar
• Glaser BG, Strauss AL. (1967) Discovery of Grounded Theory: Strategies for Qualitative Research (Aldine, Chicago).Google Scholar
• Glick WH, Huber GP, Miller CC, Doty HD, Sutcliffe KM. (1990) Studying changes in organizational design and effectiveness: Retrospective event histories and periodic assessments. Organ. Sci. 1(3):293–312.Link, Google Scholar
• Goold M, Campbell A. (2002) Parenting in complex structures. Long Range Planning 35(3):219–243.Crossref, Google Scholar
• Govindarajan V. (1988) A contingency approach to strategy implementation at the business-unit level: Integrating administrative mechanisms with strategy. Acad. Management J. 31(4):828–853.Crossref, Google Scholar
• Govindarajan V, Fisher F. (1990) Strategy, control systems and resource sharing: Effects on business unit performance. Acad. Management J. 33(2):259–285.Crossref, Google Scholar
• Govindarajan V, Gupta V. (1985) Linking control systems to business unit strategy: Impact on performance. Accounting, Organ. Soc. 10(1):51–66.Crossref, Google Scholar
• Granovetter M. (1985) Economic action and social structure: The problem of embeddedness. Amer J. Sociol. 91(3):481–510.Crossref, Google Scholar
• Greenwood R, Hinings CR. (1996) Understanding radical organizational change: Bringing together the old and the new institutionalism. Acad. Management Rev. 21(4):1022–1054.Crossref, Google Scholar
• Guba EG, Lincoln YS. (1981) Effective Evaluation: Improving the Usefulness of Evaluation Results Through Responsive and Naturalistic Approaches (Jossey-Bass, San Francisco).Google Scholar
• Gupta AK, Govindarajan V. (1991) Knowledge flows and the structure of control within multinational corporations. Acad. Management Rev. 16(4):768–792.Crossref, Google Scholar
• Gupta AK, Govindarajan V. (1994) Organizing for knowledge flows within MNCs. Internat. Bus. Rev. 3(4):443–457.Crossref, Google Scholar
• Håkanson L. (2005) Epistemic communities and cluster dynamics: On the role of knowledge in industrial districts. Indust. Innovation 12(4):433–463.Crossref, Google Scholar
• Hambrick DC, Mason PA. (1984) Upper echelons: The organization as a reflection of its top managers. Acad. Management Rev. 9(2):193–206.Crossref, Google Scholar
• Harzing A-W. (1999) Managing the Multinationals: An International Study of Control Mechanisms (Edward Elgar, Cheltenham, UK).Google Scholar
• Haunschild PR. (1993) Interorganizational imitation: The impact of interlocks on corporate acquisition activity. Admin. Sci. Quart. 38(4):564–592.Crossref, Google Scholar
• Hillman AJ, Wan WP. (2005) The determinants of MNE subsidiaries’ political strategies: Evidence of institutional duality. J. Internat. Bus. Stud. 36(3):322–340.Crossref, Google Scholar
• Jensen MC, Meckling WH. (1976) Theory of the firm: Managerial behavior, agency costs and ownership structure. J. Financial Econom. 3(4):305–360.Crossref, Google Scholar
• Keating PJ. (1995) A framework for classifying and evaluating the theoretical contributions of case research in management accounting. J. Management Accounting Res. 7(Fall):66–86.Google Scholar
• Kirsch LJ. (1996) The management of complex tasks in organizations: Controlling the systems development process. Organ. Sci. 7(1):1–21.Link, Google Scholar
• Kirsch LJ. (1997) Portfolios of control modes and IS project management. Inform. Systems Res. 8(3):215–239.Link, Google Scholar
• Kirsch LJ, Choudhury V. (2010) Toward a theory of relational control: How relationship structure influences the choice of controls. , Sitkin SB, Cardinal LB, Bijlsma-Frankema KM, eds. Organizational Control (Cambridge University Press, Cambridge, UK), 301–323.Crossref, Google Scholar
• Kirsch LJ, Ko D-G, Haney MH. (2010) Investigating the antecedents of team-based clan control: Adding social capital as a predictor. Organ. Sci. 21(2):469–489.Link, Google Scholar
• Kogut B. (1985) Designing global strategies: Comparative and competitive value-added chains. MIT Sloan Management Rev. 26(4):15–28.Google Scholar
• Kostova T. (1999) Transnational transfer of strategic organizational practices: A contextual perspective. Acad. Management Rev. 24(2):306–324.Google Scholar
• Kostova T, Roth K. (2002) Adoption of an organizational practice by subsidiaries of multinational corporations: Institutional and relational effects. Acad. Management J. 45(1):215–233.Crossref, Google Scholar
• Kostova T, Zaheer S. (1999) Organizational legitimacy under conditions of complexity: The case of multinational enterprise. Acad. Management Rev. 24(1):64–81.Google Scholar
• Kostova T, Roth K, Dacin T. (2008) Institutional theory in the study of multinational corporations: A critique and new directions. Acad. Management Rev. 33(4):994–1006.Crossref, Google Scholar
• Kraatz MS, Moore JH. (2002) Executive migration and institutional change. Acad. Management J. 45(1):120–143.Crossref, Google Scholar
• Lange D. (2008) A multidimensional conceptualization of organizational corruption control. Acad. Management Rev. 33(3):710–729.Crossref, Google Scholar
• Langfield-Smith K. (1997) Management control systems and strategy: A critical review. Accounting, Organ. Soc. 22(2):207–232.Crossref, Google Scholar
• Long CP. (2010) Control to cooperation: Examining the role of managerial authority in portfolios of managerial actions. , Sitkin SB, Cardinal LB, Bijlsma-Frankema KM, eds. Organizational Control (Cambridge University Press, Cambridge, UK), 365–395.Crossref, Google Scholar
• Lukes S. (2005) Power: A Radical View, 2nd ed. (Palgrave Macmillan, New York).Crossref, Google Scholar
• Martinez J, Jarillo JC. (1989) The evolution of research on coordination mechanisms in multinational corporations. J. Internat. Bus. Stud. 20(3):489–514.Crossref, Google Scholar
• Martinez J, Jarillo JC. (1991) Coordination demands of international strategies. J. Internat. Bus. Stud. 22(3):429–444.Crossref, Google Scholar
• McPhee RD. (1990) Alternate approaches to integrating longitudinal case studies. Organ. Sci. 1(4):393–405.Link, Google Scholar
• Meyer JW, Rowan B. (1977) Institutionalized organizations: Formal structure as myth and ceremony. Amer. J. Sociol. 83(2):340–363.Crossref, Google Scholar
• Miles MB, Huberman MA. (1994) Qualitative Data Analysis, 2nd ed. (Sage, Thousand Oaks, CA).Google Scholar
• Miller CC, Cardinal LB, Glick WH. (1997) Retrospective reports in organizational research: A reexamination of recent evidence. Acad. Management J. 40(1):189–204.Crossref, Google Scholar
• Mills PK, Ungson GR. (2003) Reassessing the limits of structural empowerment: Organizational constitution and trust as controls. Acad. Management Rev. 28(1):143–153.Google Scholar
• Mudambi R, Navarra P. (2004) Is knowledge power? Knowledge flows, subsidiary power and rent-seeking within the MNC. J. Internat. Bus. Stud. 35(5):385–406.Crossref, Google Scholar
• Nobel R, Birkinshaw J. (1998) Innovation in multinational corporations: Control and communication patterns in international R&D operations. Strategic Management J. 19(5):479–496.Crossref, Google Scholar
• North DC. (1990) Institutions, Institutional Change and Economic Performance (Cambridge University Press, Cambridge, UK).Crossref, Google Scholar
• O’Donnel S. (2000) Managing foreign subsidiaries: Agents of headquarters, or an independent network? Strategic Management J. 21(5):525–548.Crossref, Google Scholar
• Oliver C. (1996) The institutional embeddedness of economic activity. , Baum JAC, Dutton JE, eds. The Embeddedness of Strategy (Advances in Strategic Management, Vol. 13) (JAI Press, Greenwich, CT), 163–186.Google Scholar
• Ouchi WG. (1977) The relationship between organizational structure and organizational control. Admin. Sci. Quart. 22(1):95–112.Crossref, Google Scholar
• Ouchi WG. (1979) A conceptual framework for the design of organizational control mechanisms. Management Sci. 25(9):833–848.Link, Google Scholar
• Ouchi WG. (1980) Markets, bureaucracies, and clans. Admin. Sci. Quart. 25(1):129–141.Crossref, Google Scholar
• Parsons T. (1956) Suggestions for a sociological approach to the theory of organizations—I. Admin. Sci. Quart. 1(1):63–85.Crossref, Google Scholar
• Parsons T. (1960) Structure and Process in Modern Societies (Free Press, Glencoe, IL).Google Scholar
• Parsons T. (1967) Sociological Theory and Modern Society (Free Press, New York).Google Scholar
• Pentland BT. (1999) Building process theory with narrative: From description to explanation. Acad. Management Rev. 24(4):711–724.Crossref, Google Scholar
• Perreault WD, Leigh LE. (1989) Reliability of nominal data based on qualitative judgments. J. Marketing Res. 26(2):135–148.Crossref, Google Scholar
• Perrow C. (1970) Organizational Analysis: A Sociological View (Tavistock Publications, London).Google Scholar
• Pfeffer J. (1981) Power in Organizations (Pitman, Marshfield, WI).Google Scholar
• Polsby NW. (1963) Community Power and Political Theory (Yale University Press, New Haven, CT).Google Scholar
• Porter ME, Schwab K, Sala-i-Martin X, Lopez-Carlos A. (2004) The Global Competitiveness Report 2003–2004 (Oxford University Press, New York).Google Scholar
• Prahalad CK, Doz YL. (1981) An approach to strategic control in MNCs. MIT Sloan Management Rev. 22(4):5–13.Google Scholar
• Rosenzweig PM, Singh JV. (1991) Organizational environments and the multinational enterprise. Acad. Management Rev. 16(2):340–361.Crossref, Google Scholar
• Sanders WM, Tuschke A. (2007) The adoption of institutionally contested organizational practices: The emergence of stock option pay in Germany. Acad. Management J. 50(1):33–56.Crossref, Google Scholar
• Scott WR. (1987) Organizations: Rational, Natural and Open Systems, 2nd ed. (Prentice Hall, Englewood Cliffs, NJ).Google Scholar
• Scott WR. (1991) Unpacking institutional arguments. , Powell WW, DiMaggio PJ, eds. The New Institutionalism in Organizational Analysis (University of Chicago Press, Chicago), 164–182.Google Scholar
• Scott RW. (2001) Institutions and Organizations, 2nd ed. (Sage, Thousand Oaks, CA).Google Scholar
• Selznick P. (1957) Leadership and Administration: A Sociological Interpretation (Row, Peterson, Evanston, IL).Google Scholar
• Sine WD, David RJ, Mitsuhashi H. (2007) From plan to plant: Effects of certification on operational start-up in the emergent independent power sector. Organ. Sci. 18(4):578–594.Link, Google Scholar
• Sitkin SB, George E. (2005) Managerial trust-building through the use of legitimating formal and informal control mechanisms. Internat. Sociol. 20(3):307–338.Crossref, Google Scholar
• Sitkin SB, Roth NL. (1993) Explaining the limited effectiveness of legalistic “remedies” for trust/distrust. Organ. Sci. 4(3):367–392.Link, Google Scholar
• Sitkin SB, Cardinal LB, Bijlsma-Frankema KM. (2010) Organizational Control (Cambridge University Press, Cambridge, UK).Crossref, Google Scholar
• Snell S. (1992) Control theory in strategic human resource management: The mediating effect of administrative information. Acad. Management J. 35(2):292–327.Crossref, Google Scholar
• Stopford JW, Wells LT. (1972) Managing the Multinational Enterprise (Basic Books, New York).Google Scholar
• Strauss AL. (1987) Qualitative Analysis for Social Scientists (Cambridge University Press, Cambridge, UK).Crossref, Google Scholar
• Suchman MC. (1995) Managing legitimacy: Strategic and institutional approaches. Acad. Management Rev. 20(3):571–610.Crossref, Google Scholar
• Tallman S, Mark J, Nick H, Pinch S. (2004) Knowledge, clusters, and competitive advantage. Acad. Management Rev. 29(2):258–271.Crossref, Google Scholar
• Tannenbaum AS. (1968) Control in Organizations (McGraw-Hill, New York).Google Scholar
• Thompson JD. (1967) Organizations in Action (McGraw-Hill, New York).Google Scholar
• Turner KL, Makhija MV. (2006) The role of organizational controls in managing knowledge. Acad. Management Rev. 31(1):197–217.Crossref, Google Scholar
• Tyler TR, Lind EA. (1992) A relational model of authority in groups. , Zanna MP, ed. Advances in Experimental Social Psychology, Vol. 25 (JAI Press, Greenwich, CT), 209–264.Google Scholar
• Van Maanen J. (1979) The fact of fiction in organizational enthnography. Admin. Sci. Quart. 24(4):539–550.Crossref, Google Scholar
• Van Maanen J. (2010) Identity work and control in occupational communities. , Sitkin SB, Cardinal LB, Bijlsma-Frankema KM, eds. Organizational Control (Cambridge University Press, Cambridge, UK), 111–166.Crossref, Google Scholar
• Weber M. (1947) The Theory of Social and Economic Organization (Oxford University Press, Oxford, UK).Google Scholar
• Westphal JD, Zajac EJ. (2001) Decoupling policy from practice: The case of stock repurchase programs. Admin. Sci. Quart. 46(2):202–228.Crossref, Google Scholar
• Williamson OE. (1975) Markets and Hierarchies: Analysis and Antitrust Implications (Free Press, New York).Google Scholar
• Yoshikawa T, Tsui-Auch LS, McGuire J. (2007) Corporate governance reform as institutional innovation: The case of Japan. Organ. Sci. 18(6):973–988.Link, Google Scholar