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Business Systems and Organizational CapabilitiesThe Institutional Structuring of Competitive Competences$
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Richard Whitley

Print publication date: 2007

Print ISBN-13: 9780199205172

Published to Oxford Scholarship Online: January 2008

DOI: 10.1093/acprof:oso/9780199205172.001.0001

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Developing Transnational Organizational Capabilities in Multinational Companies: The Role of Cross‐National Authority Sharing and Organizational Careers

Developing Transnational Organizational Capabilities in Multinational Companies: The Role of Cross‐National Authority Sharing and Organizational Careers

Chapter:
(p.276) 11 Developing Transnational Organizational Capabilities in Multinational Companies: The Role of Cross‐National Authority Sharing and Organizational Careers
Source:
Business Systems and Organizational Capabilities
Author(s):

Richard Whitley (Contributor Webpage)

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199205172.003.0011

This chapter discusses how the framework exploring the connections between dominant institutions and the development of distinctive organizational capabilities outlined in earlier chapters could be extended to multinational companies (MNCs) by analysing how international companies from different kinds of market economy are likely to develop varied patterns of employer-employee commitment across national institutional regimes, and so generate different cross-border capabilities. The chapter first considers how MNCs from four ideal types of institutional regimes are likely to share authority with, and provide organizational careers for foreign managerial and skilled employees in the relatively weakly institutionalized international business environment. It then suggests how different kinds of MNCs that combine different degrees of transnational authority sharing and organizational careers develop different types of transnational organizational capabilities.

Keywords:   institutional regimes, authority sharing, organizational careers, MNCs

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