Virtually all research on strategic control within multinational corporations (MNCs) has focused on macro differences in control systems and processes across entire MNCs. Taking a less macro (i.e., subsidiary-specific contingency perspective), this article examines how, within the same corporation, the nature of corporate control might also vary systematically across subsidiaries. Differences in subsidiary contexts are analyzed along two dimensions: (a) the extent to which the subsidiary is a user of knowledge from the rest of the corporation and (b) the extent to which the subsidiary is a provider of such knowledge to the rest of the corporation.

Knowledge Flows and the Structure of Control Within Multinational Corporations

This article presents evidence that--alongside the successes-- many information systems in developing countries can be categorized as failing either totally or partially. It then develops a new model that seeks to explain the high rates of failure. The model draws on contingency theory in order to advance the notion of design-actuality gaps: the match or mismatch between IS designs and local user actuality. This helps identify two high-risk archetypes that affect IS in developing countries: country context gaps and hard-soft gaps. The model is also of value in explaining the constraints that exist to local IS improvisations in developing countries. Overall, the article shows how model and theory help understand IS cases in developing countries, and equally, how those cases provide valuable data to help develop IS models and theories.

/pdf/information-systems-and-developing-countries-failure-success-4tj2r3urg0.pdf

Information Systems and Developing Countries: Failure, Success, and Local Improvisations

Data from 58 strategic business units (SBUs) reveal that greater marketing/sales experience, greater willingness to take risk, and greater tolerance for ambiguity on the part of the SBU general manager contribute to effectiveness in the case of “build” SBUs but hamper it in the case of “harvest” SBUs.

Business Unit Strategy, Managerial Characteristics, and Business Unit Effectiveness at Strategy Implementation

The Resistance to Change Scale was designed to measure an individual's dispositional inclination to resist changes. In Study 1, exploratory analyses indicated 4 reliable factors: Routine Seeking, Emotional Reaction to Imposed Change, Cognitive Rigidity, and Short-Term Focus. Studies 2, 3, and 4 confirmed this structure and demonstrated the scale's convergent and discriminant validities. Studies 5, 6, and 7 demonstrated the concurrent and predictive validities of the scale in 3 distinct contexts. The scale can be used to account for the individual-difference component of resistance to change and to predict reactions to specific change.

/pdf/resistance-to-change-developing-an-individual-differences-3waxnpz7dj.pdf

Resistance to change: Developing an individual differences measure.

In a departure from the organizational development literature, this study hypothesized that managerial responses to organizational change are influenced by 7 dispositional traits (locus of control, generalized self-efficacy, self-esteem, positive affectivity, openness to experience, tolerance for ambiguity, and risk aversion). Data were collected from 6 organizations (N = 514) to test the hypotheses. The 7 traits were reduced to 2 factors: Positive Self-Concept and Risk Tolerance. Both of these trait factors significantly predicted self-reports and independent assessments of coping with change. Results also indicated that coping with organizational change was related to extrinsic (salary, job level, plateauing, job performance) and intrinsic (organizational commitment, job satisfaction) career outcomes and that coping mediated roughly half of the relationships between the dispositional factors and these career outcomes. In a recent review of the literature, Quinn, Kahn, and Mandl (1994) noted that research in the field of organizational change and development has evolved from four major paradigms: organizational development, strategic choice, resource dependence-institutional theory, and population ecology. That all four of these paradigms consider change at the organizational level is a telling depiction of the organizational change literature. Research dealing with organizational change has been largely dominated by a macro, systems-oriented focus. Some researchers have called for a more micro, person-oriented focus pertaining to issues important in change (Bray, 1994), yet micro-level research on organizational change remains limited. Studies of individual behavior in relation to organizational change typically have

http://www.timothy-judge.com/Judge,%20Thoresen,%20Welbourne,%20&%20Pucik%20JAP%201999.pdf

Managerial coping with organizational change: A dispositional perspective.

Organizations and Their Members: A Contingency Approach.

Organizations and Their Members: A Contingency Approach

Beyond theory Y

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Organizations and Their Members: A Contingency Approach.

Organizations and Their Members: A Contingency Approach

Beyond theory Y