Organizational Culture and Commitment: Transmission in MultinationalsFormation of company citizenship leads to success for the multinational companies by creating psychological alignments of the employee. This, therefore, should be considered as the international strategy of a multinational firm to create unique resources for competitive success. Successful multinational firms develop a common pattern of business performance by creating company citizenships, which include a primary focus on such values as organizational innovation, and a goal orientation. These values ultimately create commitment of the employees. This book proposes that there are some specific espoused values in every important multinational company, which form their organizational cultures and create values, which in turn may create enhanced performance of the organization. We can call this interrelationship between culture and performance as the company citizenship. This company citizenship can be transmitted from one part of the globe to another through the transmission of its corporate management and operations management system as a strategy of a multinational company. |
Contents
1 Introduction
| 1 |
2 Organizational Culture and Commitment
| 10 |
3 Relationship between the Headquarters and Subsidiaries in Multinational Companies
| 37 |
4
Methodology | 70 |
5 Model and Measurement Instrument
| 76 |
6 Organizational Culture and Organizational Commitmentin the Parent Unit in Japan
| 104 |
Analysis of theOrganizational Culture andOrganizational Commitment inthe Thai Subsidiary
| 140 |
Organizational Culture and Organizational Commitment in the Indian Subsidiary
| 169 |
Other editions - View all
Organizational Culture and Commitment: Transmission in Multinationals V. Miroshnik Limited preview - 2013 |
Organizational Culture and Commitment: Transmission in Multinationals V. Miroshnik No preview available - 2013 |
Organizational Culture and Commitment: Transmission in Multinationals V. Miroshnik No preview available - 2013 |
Common terms and phrases
Analysis of variance Basu behavior characteristics Chi-Square competitive advantage components comprising organizational culture covariance matrices create culture and commitment culture and organizational Descriptive statistics ECVI Ego Orientations Eigen values Emotional Attachment Emphasis on Performance employees Entrepreneurship Environment Attachment Factor Analysis factors comprising Fit Index global Hofstede HQ in Japan important Indian subsidiary Innovation Japanese MNC Japanese multinational company Keiretsu Mean Score ment national culture O’Reilly OC in HQ OCOM in HQ OCOMINV1 OCOMJV2 OCOMTHV1 OCTHV7 operation in Japan organization organization’s organizational commitment overseas subsidiaries parent operation parent unit Principal Component Analysis Quantitative R-squared Rational Attachment Regression Analysis relationship between organizational Root Mean Square sample Saturated Model Score for item Sense of Sacrifice significant similar Standard Deviation strategy Structural Equation Modeling subsidiary operations Table Team Spirit Thai subsidiary Thailand tional culture types unit in Japan Value Attachment value-components of organizational values of organizational Wilk’s Lambda