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dc.contributor.authorPeeters, Carine
dc.contributor.authorTackx, Koen
dc.date.accessioned2019-01-14T14:14:16Z
dc.date.available2019-01-14T14:14:16Z
dc.date.issued2016
dc.identifier.urihttp://hdl.handle.net/20.500.12127/6099
dc.description.abstractThis paper proposes a conceptual framework and empirical validation to explain how a culturally differentiated application of the procedural justice theory may enhance the functioning of a multinational corporation (MNC). Using original survey data on 103 managers of international corporations who are strongly involved in headquarter-subsidiary relationships, we study how power distance and individualism-collectivism dimensions of culture moderate the relation between the constituents of procedural justice and the trust subsidiaries have in their headquarters. The analysis suggests that for managers originating from a ‘low power distance’ culture, the perception of changeability in the strategy process has much more impact than for managers stemming from a ‘high power distance’ culture. Also, towards managers with a more ‘collectivist’ background, ensuring that expectations and decisions are clear enhances trust more than for managers with a more ‘individualist’ background.
dc.language.isoen
dc.subjectStrategy
dc.subjectCross-Cultural Contingency
dc.titleHow to create trust in multinational corporations? Cross-cultural contingencies in fair strategy process
vlerick.conferencedate27/06/2016-30/06/2016
vlerick.conferencelocationNew Orleans, United States
vlerick.conferencenameAIB 2016 Annual Meeting
vlerick.knowledgedomainStrategy
vlerick.typeconfpresConference Proceeding
vlerick.vlerickdepartmentEGS
dc.identifier.vperid160952
dc.identifier.vperid107025


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