How to create trust in multinational corporations? Cross-cultural contingencies in fair strategy process
dc.contributor.author | Peeters, Carine | |
dc.contributor.author | Tackx, Koen | |
dc.date.accessioned | 2019-01-14T14:14:16Z | |
dc.date.available | 2019-01-14T14:14:16Z | |
dc.date.issued | 2016 | |
dc.identifier.uri | http://hdl.handle.net/20.500.12127/6099 | |
dc.description.abstract | This 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.iso | en | |
dc.subject | Strategy | |
dc.subject | Cross-Cultural Contingency | |
dc.title | How to create trust in multinational corporations? Cross-cultural contingencies in fair strategy process | |
vlerick.conferencedate | 27/06/2016-30/06/2016 | |
vlerick.conferencelocation | New Orleans, United States | |
vlerick.conferencename | AIB 2016 Annual Meeting | |
vlerick.knowledgedomain | Strategy | |
vlerick.typeconfpres | Conference Proceeding | |
vlerick.vlerickdepartment | EGS | |
dc.identifier.vperid | 160952 | |
dc.identifier.vperid | 107025 |