Multinationals and Emerging Economies
Show Less

Multinationals and Emerging Economies

The Quest for Innovation and Sustainability

Edited by Wilfred Dolfsma, Geert Duysters and Ionara Costa

The global economy is changing rapidly and multinational corporations (MNCs) are at the forefront of this transformation. This book provides novel and profound analyses of how MNCs and emerging economies are related, and how this relationship affects the dynamics of the global economy. In particular, the authors deal with the nexus between multinationals, emerging economies and innovation from a variety of different perspectives. Innovation is regarded as a core driving force in the global economy but the authors show how it can impede as well as encourage sustainability. The book brings together insights from business studies and economics, and combines concise theoretical discussion with empirical analyses of unique data.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 1: Multinationals are Multicultural Units: Some Indications from a Cross-cultural Study

Nantawan Noi Kwanjai and J. Friso den Hertog


1. Multinationals are multicultural units: some indications from a crosscultural study Nantawan Noi Kwanjai and J. Friso den Hertog INTRODUCTION Academic and policy discourse on multinational corporations has been prolific in both economic and management communities with substantial interdisciplinary influences, notably of the former on the latter. A side effect of the dominance of economic thinking in the discourse on multinationals is a sore lack of attention on one fundamental element of multinational corporations, namely culture. Culture, although not entirely ignored in economics, has never been given a rigorous attention (DiMaggio, 1990; Fernández, 2008; Guiso et al., 2006). Treatment of culture in economics, in brief, is still in elementary state. For this, management thinking may return the favour and inject an inspiring influence. This chapter makes a case for the value of looking at culture and multinationals from a management and organizational perspective because it is one that could direct greater attention towards culture as a significant factor in future investigation on multinational corporations. This is because multinationals are fundamentally multicultural units in more ways than one, as we attempt to illustrate in this chapter. Culture permeates many aspects of a multinational and to ignore, put aside, or downplay its role may render our understanding of multinational corporations inexcusably simplistic and critically incomplete. This chapter is based on selected materials from a qualitative study of culture and learning in organizations and management that was informed primarily by the interpretative paradigm of inquiry (Kwanjai, forthcoming). The study investigated four selected...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.