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Does it really matter if Japanese MNCs think globally?

Beechler, Schon; Levy, Orly; Taylor, Sully; Boyaçigiller, Nakiye A.

Authors

Schon Beechler

Sully Taylor

Nakiye A. Boyaçigiller



Citation

Beechler, S., Levy, O., Taylor, S., & Boyaçigiller, N. A. (2005). Does it really matter if Japanese MNCs think globally?. Advances in international management, 17, 261-288. https://doi.org/10.1016/S0747-7929%2804%2917011-X

Journal Article Type Article
Acceptance Date Sep 1, 2003
Publication Date Jan 1, 2005
Deposit Date Jan 21, 2020
Journal Advances in International Management
Print ISSN 1571-5027
Publisher Emerald
Peer Reviewed Peer Reviewed
Volume 17
Pages 261-288
DOI https://doi.org/10.1016/S0747-7929%2804%2917011-X
Publisher URL https://doi.org/10.1016/S0747-7929(04)17011-X
Additional Information Copyright Statement : This paper explores the empirical relationships between the global orientation of the top management team, geocentrism of the staffing and promotion system, and boundary spanning structures and processes with the individual outcome variables of employee commitment to, and excitement about, their job and organization in ten units of two highly diversified high-technology Japanese multinational corporations. The results from the study show that employee perceptions of the top management team’s global orientation, geocentrism, and boundary spanning structures and processes influence individual attitudes of employees in Japanese MNCs. The implications of these results for further research and managerial practice are discussed


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