Bridging Roles, Social Skill and Embedded Knowing in Multinational Organizations
This chapter argues that the demise of the multi-domestic MNE and hegemony of the globally integrated MNE is overstated. This is due to two causes: micro-political resistance and local cognitive hurdles. Overcoming political resistance or cognitive hurdles is dependent on skilled actors who possess “bridging” social capital. Two original case studies illustrate our arguments. The ElecCo case raises important questions about the interplay between social capital, knowledge and practices. The Scanfood case illustrates that attempts to integrate federative MNEs may be thwarted by the localized nature of knowledge.
FENTON-O'CREEVY, M., GOODERHAM, P., CERDIN, J.L. and RØNNING, R. (2011). Bridging Roles, Social Skill and Embedded Knowing in Multinational Organizations. In: Politics and Power in the Multinational Corporation: The Role of Institutions, Interests and Identities. 1st ed. Cambridge University Press, pp. 101-136.
Keywords : #Capital-social, #Compétence-sociale, #Expatriés, #Filiales, #Organisations-multinationales