Parent cultural control of foreign subsidiaries through organizational acculturation: a longitudinal study

Organizational acculturation refers to changes in the work values of host-country employees in foreign subsidiaries. Although many multinational corporations practise cultural control of global operations, organizational acculturation has attracted very little academic research. In the present study...

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Bibliographic Details
Published inInternational journal of human resource management Vol. 13; no. 8; pp. 1147 - 1165
Main Authors Selmer, Jan, de Leon, Corinna T.
Format Journal Article
LanguageEnglish
Published Taylor & Francis 01.12.2002
Subjects
Business studies
Chinese
Cultural Control
Employees
Foreign Subsidiaries
Hong Kong
Human resources
Longitudinal Study
Multinational enterprises
Organization theory
Organizational Acculturation
Organizational culture
Subsidiary
Values
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Summary:Organizational acculturation refers to changes in the work values of host-country employees in foreign subsidiaries. Although many multinational corporations practise cultural control of global operations, organizational acculturation has attracted very little academic research. In the present study, the subjects are Hong Kong Chinese managers employed in subsidiaries of multinational corporations from a European country. Longitudinal research was conducted over three years among an 'acculturation' panel, a control panel and a benchmark panel. The findings showed that organizational acculturation may have occurred in some of the work values measured. Implications of these findings for international firms are discussed in detail.
Bibliography:ObjectType-Article-2
SourceType-Scholarly Journals-1
ObjectType-Feature-1
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ISSN:0958-5192
1466-4399
DOI:10.1080/09585190210149457