Navigating a Global Corporate Culture: On the Notion of Organizational Culture in a Multinational Corporation

    Research output: Chapter in Book/Report/Conference proceedingBook chapterResearchpeer-review

    Abstract

    When analyzing modes of navigating a multi-cultural environment in a multinational corporation (MNC), most studies employ an etic approach that delineates how, for example, multi-cultural companies thrive and maneuver in a likewise multi-cultural business contexts. This approach implies the use of theoretical models and empirical observations that from a methodological view identify an employee as either an objectified agent or as an anonymous “other,” indicating that such approaches are rooted in an ethnocentric academic tradition. Acknowledging the merits of this tradition, we take the methodological approach a step further and introduce an emic or contextualized approach that makes employees themselves provide the bulk of data on how and why they position themselves in a multi-cultural organization the way they do. The main objective of this chapter is thus to discuss how employees develop personal strategies to navigate in a complex multi-cultural organization. The study takes off by developing a theoretical model for how to approach emic studies and then proceeds to suggest a methodological approach that is capable of providing empirical data for a model based on a combination of both etic and emic approaches. This constitutes a first step towards developing a generic model of how to deal with context. In order to test the model, the empirical focus will be on the relationship between the headquarter of the Danish MNC, Maersk Line, in Denmark and its subsidiaries in Asia. This relationship is analyzed on the basis of interviews in the Danish headquarter and in the local offices in Tokyo, Kuala Lumpur, and Penang.
    Original languageEnglish
    Title of host publicationThe Responsive Global Organization : New Insights from Global Strategy and International Business
    EditorsTorben Juul Andersen
    Place of PublicationBingley
    PublisherEmerald Group Publishing
    Publication date2017
    Pages125-148
    Chapter5
    ISBN (Print)9781787148321
    ISBN (Electronic)9781787148314, 9781787432673
    DOIs
    Publication statusPublished - 2017
    Series Emerald Studies in Global Strategic Responsiveness
    Volume1

    Keywords

    • Context
    • Etic
    • Emic
    • Maersk
    • Subsidiaries
    • Local institutions

    Cite this

    Jakobsen, M., Worm, V., & Li, X. (2017). Navigating a Global Corporate Culture: On the Notion of Organizational Culture in a Multinational Corporation. In T. J. Andersen (Ed.), The Responsive Global Organization: New Insights from Global Strategy and International Business (pp. 125-148). Bingley: Emerald Group Publishing. Emerald Studies in Global Strategic Responsiveness , Vol.. 1 https://doi.org/10.1108/9781787148314
    Jakobsen, Michael ; Worm, Verner ; Li, Xin. / Navigating a Global Corporate Culture : On the Notion of Organizational Culture in a Multinational Corporation. The Responsive Global Organization: New Insights from Global Strategy and International Business. editor / Torben Juul Andersen. Bingley : Emerald Group Publishing, 2017. pp. 125-148 ( Emerald Studies in Global Strategic Responsiveness , Vol. 1).
    @inbook{c3368392e1c14dc2b058393ae0c369af,
    title = "Navigating a Global Corporate Culture: On the Notion of Organizational Culture in a Multinational Corporation",
    abstract = "When analyzing modes of navigating a multi-cultural environment in a multinational corporation (MNC), most studies employ an etic approach that delineates how, for example, multi-cultural companies thrive and maneuver in a likewise multi-cultural business contexts. This approach implies the use of theoretical models and empirical observations that from a methodological view identify an employee as either an objectified agent or as an anonymous “other,” indicating that such approaches are rooted in an ethnocentric academic tradition. Acknowledging the merits of this tradition, we take the methodological approach a step further and introduce an emic or contextualized approach that makes employees themselves provide the bulk of data on how and why they position themselves in a multi-cultural organization the way they do. The main objective of this chapter is thus to discuss how employees develop personal strategies to navigate in a complex multi-cultural organization. The study takes off by developing a theoretical model for how to approach emic studies and then proceeds to suggest a methodological approach that is capable of providing empirical data for a model based on a combination of both etic and emic approaches. This constitutes a first step towards developing a generic model of how to deal with context. In order to test the model, the empirical focus will be on the relationship between the headquarter of the Danish MNC, Maersk Line, in Denmark and its subsidiaries in Asia. This relationship is analyzed on the basis of interviews in the Danish headquarter and in the local offices in Tokyo, Kuala Lumpur, and Penang.",
    keywords = "Context, Etic, Emic, Maersk, Subsidiaries, Local institutions, Context, Etic, Emic, Maersk, Subsidiaries, Local institutions",
    author = "Michael Jakobsen and Verner Worm and Xin Li",
    year = "2017",
    doi = "10.1108/9781787148314",
    language = "English",
    isbn = "9781787148321",
    series = "Emerald Studies in Global Strategic Responsiveness",
    publisher = "Emerald Group Publishing",
    pages = "125--148",
    editor = "Andersen, {Torben Juul}",
    booktitle = "The Responsive Global Organization",
    address = "United Kingdom",

    }

    Jakobsen, M, Worm, V & Li, X 2017, Navigating a Global Corporate Culture: On the Notion of Organizational Culture in a Multinational Corporation. in TJ Andersen (ed.), The Responsive Global Organization: New Insights from Global Strategy and International Business. Emerald Group Publishing, Bingley, Emerald Studies in Global Strategic Responsiveness , vol. 1, pp. 125-148. https://doi.org/10.1108/9781787148314

    Navigating a Global Corporate Culture : On the Notion of Organizational Culture in a Multinational Corporation. / Jakobsen, Michael; Worm, Verner; Li, Xin.

    The Responsive Global Organization: New Insights from Global Strategy and International Business. ed. / Torben Juul Andersen. Bingley : Emerald Group Publishing, 2017. p. 125-148 ( Emerald Studies in Global Strategic Responsiveness , Vol. 1).

    Research output: Chapter in Book/Report/Conference proceedingBook chapterResearchpeer-review

    TY - CHAP

    T1 - Navigating a Global Corporate Culture

    T2 - On the Notion of Organizational Culture in a Multinational Corporation

    AU - Jakobsen, Michael

    AU - Worm, Verner

    AU - Li, Xin

    PY - 2017

    Y1 - 2017

    N2 - When analyzing modes of navigating a multi-cultural environment in a multinational corporation (MNC), most studies employ an etic approach that delineates how, for example, multi-cultural companies thrive and maneuver in a likewise multi-cultural business contexts. This approach implies the use of theoretical models and empirical observations that from a methodological view identify an employee as either an objectified agent or as an anonymous “other,” indicating that such approaches are rooted in an ethnocentric academic tradition. Acknowledging the merits of this tradition, we take the methodological approach a step further and introduce an emic or contextualized approach that makes employees themselves provide the bulk of data on how and why they position themselves in a multi-cultural organization the way they do. The main objective of this chapter is thus to discuss how employees develop personal strategies to navigate in a complex multi-cultural organization. The study takes off by developing a theoretical model for how to approach emic studies and then proceeds to suggest a methodological approach that is capable of providing empirical data for a model based on a combination of both etic and emic approaches. This constitutes a first step towards developing a generic model of how to deal with context. In order to test the model, the empirical focus will be on the relationship between the headquarter of the Danish MNC, Maersk Line, in Denmark and its subsidiaries in Asia. This relationship is analyzed on the basis of interviews in the Danish headquarter and in the local offices in Tokyo, Kuala Lumpur, and Penang.

    AB - When analyzing modes of navigating a multi-cultural environment in a multinational corporation (MNC), most studies employ an etic approach that delineates how, for example, multi-cultural companies thrive and maneuver in a likewise multi-cultural business contexts. This approach implies the use of theoretical models and empirical observations that from a methodological view identify an employee as either an objectified agent or as an anonymous “other,” indicating that such approaches are rooted in an ethnocentric academic tradition. Acknowledging the merits of this tradition, we take the methodological approach a step further and introduce an emic or contextualized approach that makes employees themselves provide the bulk of data on how and why they position themselves in a multi-cultural organization the way they do. The main objective of this chapter is thus to discuss how employees develop personal strategies to navigate in a complex multi-cultural organization. The study takes off by developing a theoretical model for how to approach emic studies and then proceeds to suggest a methodological approach that is capable of providing empirical data for a model based on a combination of both etic and emic approaches. This constitutes a first step towards developing a generic model of how to deal with context. In order to test the model, the empirical focus will be on the relationship between the headquarter of the Danish MNC, Maersk Line, in Denmark and its subsidiaries in Asia. This relationship is analyzed on the basis of interviews in the Danish headquarter and in the local offices in Tokyo, Kuala Lumpur, and Penang.

    KW - Context

    KW - Etic

    KW - Emic

    KW - Maersk

    KW - Subsidiaries

    KW - Local institutions

    KW - Context

    KW - Etic

    KW - Emic

    KW - Maersk

    KW - Subsidiaries

    KW - Local institutions

    U2 - 10.1108/9781787148314

    DO - 10.1108/9781787148314

    M3 - Book chapter

    SN - 9781787148321

    T3 - Emerald Studies in Global Strategic Responsiveness

    SP - 125

    EP - 148

    BT - The Responsive Global Organization

    A2 - Andersen, Torben Juul

    PB - Emerald Group Publishing

    CY - Bingley

    ER -

    Jakobsen M, Worm V, Li X. Navigating a Global Corporate Culture: On the Notion of Organizational Culture in a Multinational Corporation. In Andersen TJ, editor, The Responsive Global Organization: New Insights from Global Strategy and International Business. Bingley: Emerald Group Publishing. 2017. p. 125-148. ( Emerald Studies in Global Strategic Responsiveness , Vol. 1). https://doi.org/10.1108/9781787148314