Organizational culture and commitment : transmission in multinationals
Author(s)
Bibliographic Information
Organizational culture and commitment : transmission in multinationals
Palgrave Macmillan, 2013
Available at 4 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
  Mie
  Shiga
  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
  China
  Thailand
  United Kingdom
  Germany
  Switzerland
  France
  Belgium
  Netherlands
  Sweden
  Norway
  United States of America
Note
Bibliography: p. 296-327
Includes index
Description and Table of Contents
Description
Formation 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.
Table of Contents
Preface List Of Tables List Of Figures List Of Abbreviations 1. Organizational Culture and Company Citizenship 2. Organizational Culture as Resource 3. Multinational Company and its Subsidiaries 4. Methodology 5. Models and Measurement 6. Organizational Culture and Organizational Commitment in the Parent Unit in Japan 7. Analysis of the Organizational Culture and Organizational Commitment in the Thai Subsidiary 8. Analysis of Organizational Culture and Organizational Commitment in the Indian Subsidiary 9. Multilevel Research Model. Hqs, Japan, Thai and Indian Subsidiaries 10. Discussion 11. Conclusion Appendices References
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