Innovative and Competitive Multinational Enterprises: What Role Is Played by Organizational Culture (original) (raw)
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This research aims to expand the current paradigm in multinational enterprise's organizational culture and its effect on the proposed aspects. A qualitative approach – a systematic review – is adopted for the analysis due to its recent popularity and usage in various fields. The results from systematic review show that, regardless of the organizational types, employees in MNE show interest in innovation. In some cases, employees who are different from their colleagues demographically will interact regularly with their colleagues when working together in a collective organizational culture. If MNE's organizational culture is preciously unique, this culture can thus facilitate business competitiveness. For future research, authors should include foreign documents in their reviews to increase the plausibility of generalization. They also should conduct qualitative and quantitative study such as case study research and questionnaire survey to determine the appropriate number of measures to be used in the research and to increase the robustness in research.
This research aims at examining what level of business competitiveness and innovation will be best suited for MNEs in the long-run. Author tests the relationship among excessive business competitiveness and innovation and the dysfunction of MNEs, by using multiple regression analysis as the quantitative method. The results show that both excessive business competitiveness and excessive innovation cannot influence the ceasing of business operations. For managerial implications, managers in MNEs should always monitor to what extent it is appropriate for organizational culture to create business competitiveness and innovation. They can add rules in to the internal administration of MNEs, since more rules will block excessive innovation. Regarding the limitations of the research, firstly, the databases did not categorize which enterprises in the USA are truly MNEs or local enterprises. Therefore, the precision of predictive analysis was diminished. Secondly, the data analyzed are not st...
This research aims to examine what level of business competitiveness and innovation will be best suited for MNEs in the long-run. Author tests the relationship among excessive business competitiveness and innovation and the dysfunction of MNEs, by using multiple regression analysis as the quantitative method. The results show that both excessive business competitiveness and excessive innovation cannot influence the ceasing of business operations. For managerial implications, managers in MNEs should always monitor to what extent it is appropriate for organizational culture to create business competitiveness and innovation. They can add rules in to the internal administration of MNEs, since more rules will block excessive innovation. Regarding the limitations of the research, firstly, the databases did not categorize which enterprises in the USA are truly MNEs or local enterprises. Therefore, the precision of predictive analysis was diminished. Secondly, the data analyzed are not statistically significant, eventhough a normality test was performed prior to the analysis. Thirdly, since the nature of business competitiveness itself is hard to measure, it is difficult to find a good data representative of overall competitiveness. For future research, the author suggests the future researcher should expend resources identifying statistically valid data for the missing period.
Proceedings of - The 11th International Forum on Knowledge Asset Dynamics: Towards a New Architecture of Knowledge: Big Data, Culture and Creativity - IFKAD 2016, E-Book ISBN: 978-88-96687-09-3, E-Book ISSN: 2280-787X, 2016
Purpose – The purpose of this paper is to explore how the dynamics of national and organizational culture influence an organization operating in a cross-cultural business environment and how the company benefits from cultural differences in terms of competitive advantage, high performance, innovation, and leadership. Some scholars (for example Jing et al., 2014; Chen et al., 2010; Qin et al., 2008; Bhagat et al., 2002) argued that national culture acts as a significant barrier to knowledge transfer. However, the integration and learning from other cultures over time lead MNCs to manage the dynamic balancing and integration of the knowledge portfolio. Design/methodology/approach – We adopted an instrumental case study methodology based on multiple sources of evidence: interviews, field observations, and internal document analysis. In particular, we focused on a holistic single case study, the Generali Group. We performed content analysis of the evidence collected by using qualitative coding techniques (Strauss and Corbin, 1998). The data collected were transcribed into the Nvivo software to provide a basis for data analysis. The key themes that emerged from the content analysis were the following: (i) sticky knowledge; (ii) knowledge facilitation; (iii) improving organizational performance. Originality/value – This paper represents a first step to move away from rather simplistic and static interpretations of national culture, and to investigate the complexity of value orientations from a more critical and dialogic standpoint. In this sense, the paper tried to emphasize the all-dimensional learning of cultures and its impact on the dynamic portfolio of available values of a specific organization. Practical implications – The paper provides managers with guidelines on how to better understand the role played by national culture on their organizational and knowledge management strategies and practices.
Multinational Enterprises Organizational Culture vs. National Culture
International journal of management cases, 2011
Multinational enterprises are the engine of the world's economy. Reason enough to focus exactly on this kind of organizations within this paper. Analyzing multinational enterprises it has to be recognized that such an organization is in fact not one homogenous company but most often a conglomerate of companies spread out around the world. Most of these multinational enterprises try to establish a common organizational culture within their companies (e.g. workshops to communicate the values). Although the efforts are high to create such a culture there are still national or regional cultural influences which can not be avoided. Assuming that the organizational culture or at least the efforts to establish such a culture are the same within one international enterprise, differences in certain behaviour may come from these national differences. This is exactly what researches like Hofstede (2001) together with Hofstede and Minkov (2010) discovered, analyzed and summarized in 6 dimensions of cultural differences. To have a detailed look at national and organizational culture is the goal of this article.
Problems and Perspectives in Management, 2019
This paper is mainly to study implementation of organizational culture in enhancing business competitiveness. Culture is seen as a soft system tool that reflects beliefs that are able to drive business performance in an international environment. Today, culture is a part of instrument to measure organizational readiness in managing business in an international environment. The research is focused on evaluatiny organizational culture in international-scale hotel in Yogyakarta, Indonesia. International-scale hotels are faced with differences in the nature of employees and customers, so management needs to develop a culture type as a strategy to encourage business competitiveness. The research applies Denison’s organizational culture model with four dimensions: involvement, consistency, adaptability, and mission. Sample includes 248 working people at four star hotels with various positions, that is managers, supervisors and employees. The results of the study found that international h...
The Need to Develop a Corporate Culture of Innovation in a Globalization Context
Globalization [Working Title]
In recent years, the globalization of markets combined with the Industry 4.0 revolution has brought increasing competition among enterprises. Nowadays, organizational success is measured by leadership in the market share, revenue growth, level of competitiveness supported by customer satisfaction, and innovation capacity. Therefore, companies need to develop new products and/or services faster and better than their competitors to stay "alive." In order to respond quickly to market needs, enterprises should operate more efficiently reducing and/or eliminating activities that make up the actual processes that do not add value but also they need to develop a "healthy" cultural environment within the organization that allows the implementation of new ways of work. In this context, the innovation capacity assumes a decisive importance in the level of competitiveness of an organization, and the entrepreneur plays an important role in launching new business. Based on this perspective, the innovation processes within an organization are obtained through entrepreneurial initiatives that have their origin in the existence of an organizational culture that promotes an entrepreneurial behavior.