Organization Development and Firm Performance: A Comparison of Multinational and Local Firms

• Published in: Journal of international business studies Vol. 32; no. 1; pp. 95 - 114
• Main Authors: Lau, Chung-Ming, Ngo, Hang-Yue
• Format: Journal Article
• Language: English
• Published: Basingstoke Academy of International Business, Copenhagen Business School, Copenhagen Denmark, and the McDonough School of Business, Georgetown University 01.01.2001; Palgrave Macmillan
• Series: Journal of International Business Studies
• Subjects: Adaptation; Asia; Business management; Business structures; Comparative studies; Corporate culture; Corporate strategies; Cultural values; Culture; Host countries; Human resource management; Human resources; Hypotheses; Intervention; Japanese culture; Multinational corporations; Multinational enterprises; Organization development; Organization theory; Parents; Polls & surveys; Southeast Asian culture; Subsidiary companies; Systems design; Transactional analysis; Variance analysis; Hong Kong China; United States > US; Europe; China
• ISSN: 0047-2506; 1478-6990
• DOI: 10.1057/palgrave.jibs.8490940

This study examines the usage and outcomes of organization development (OD) interventions in multinational firms. We test competing hypotheses derived from the cultural and institutional/isomorphic perspectives. Data from firms operating in Hong Kong show that Western firms (U.S. and European) are more receptive to OD interventions than Asian firms (local and Japanese), which supports the cultural explanation. However, the local isomorphism explanation is valid in predicting organizational outcomes that OD interventions have similar effects regardless of a firm's country origins. Hence, neither perspective alone is sufficient to explain both usage and outcomes. This implies that local adaptation of OD interventions is a complex issue for managing multinational firms.