Resumé
| Originalsprog | Engelsk |
|---|---|
| Titel | Orchestration of the Global Network Organization |
| Redaktører | Torben Pedersen, Markus Venzin, Timothy M. Devinney, Laszlo Tihanyi |
| Vol/bind | 27 |
| Forlag | Emerald Group Publishing |
| Publikationsdato | 1. jul. 2014 |
| Sider | 191-212 |
| ISBN (Trykt) | 978-1-78350-953-9 |
| DOI | |
| Status | Udgivet - 1. jul. 2014 |
| Navn | Advances in International Management |
|---|---|
| ISSN | 1571-5027 |
Citer dette
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The most public secret : Concealing and silencing ethnocentrism in the MNC. / Storgaard, Marianne; Tienari, Janne; Piekkari, Rebecca.
Orchestration of the Global Network Organization . red. / Torben Pedersen; Markus Venzin; Timothy M. Devinney; Laszlo Tihanyi. Bind 27 Emerald Group Publishing, 2014. s. 191-212 (Advances in International Management).Publikation: Bidrag til bog/antologi/rapport/konference-proceeding › Bidrag til bog/antologi › Forskning › peer review
TY - CHAP
T1 - The most public secret
T2 - Concealing and silencing ethnocentrism in the MNC
AU - Storgaard, Marianne
AU - Tienari, Janne
AU - Piekkari, Rebecca
PY - 2014/7/1
Y1 - 2014/7/1
N2 - In this paper, we focus on ethnocentrism as a practice that persists among top managers at MNC headquarters and steers their efforts in orchestrating the global network of subsidiaries. While the extant literature has viewed ethnocentrism as a detrimental attitude that top management seek to remedy, we offer a different reading. On the basis of our fieldwork in Danish MNCs, we argue that top management may deliberately cling to ethnocentrism. At the same time, however, they silence ethnocentrism and conceal it from view. In turn, people in subsidiaries engage in self-silencing. We argue that this sustained yet concealed and silenced ethnocentrism has important implications for orchestration of the global MNC network.
AB - In this paper, we focus on ethnocentrism as a practice that persists among top managers at MNC headquarters and steers their efforts in orchestrating the global network of subsidiaries. While the extant literature has viewed ethnocentrism as a detrimental attitude that top management seek to remedy, we offer a different reading. On the basis of our fieldwork in Danish MNCs, we argue that top management may deliberately cling to ethnocentrism. At the same time, however, they silence ethnocentrism and conceal it from view. In turn, people in subsidiaries engage in self-silencing. We argue that this sustained yet concealed and silenced ethnocentrism has important implications for orchestration of the global MNC network.
U2 - 10.1108/S1571-502720140000027027
DO - 10.1108/S1571-502720140000027027
M3 - Book chapter
SN - 978-1-78350-953-9
VL - 27
SP - 191
EP - 212
BT - Orchestration of the Global Network Organization
A2 - Pedersen, Torben
A2 - Venzin, Markus
A2 - Devinney, Timothy M.
A2 - Tihanyi, Laszlo
PB - Emerald Group Publishing
ER -