Jakob Lauring, Poul Houman Andersen, Marianne Storgaard and Hanne Kragh
This paper aims to identify antecedents for, and consequences of, low-intensity inter-unit conflict in multinational corporations (MNCs). Inter-unit conflict in MNCs is an…
Abstract
Purpose
This paper aims to identify antecedents for, and consequences of, low-intensity inter-unit conflict in multinational corporations (MNCs). Inter-unit conflict in MNCs is an important and well-researched theme. However, while most studies have focused on open conflict acknowledged by both parties, much less research has dealt with low-intensity conflicts. Still, low-intensity conflicts can be highly damaging – not least because they are rarely resolved.
Design/methodology/approach
The authors used a qualitative approach to understanding low-intensity conflict relying on 170 interviews in four Danish MNCs.
Findings
They describe consequences of low-intensity conflict and identify three types of actions by headquarters’ representatives that could lead to the development of low-intensity conflicts, namely, ignoring, bypassing and educating.
Originality/value
Very few studies have dealt with low-intensity conflict – not least in international business research. The authors argue that the study of low-intensity conflict in MNCs can provide relevant, novel knowledge of MNC functioning.
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Keywords
Marianne Storgaard, Janne Tienari and Rebecca Piekkari
In this paper, we focus on ethnocentrism as a practice that persists among top managers at MNC headquarters and steers their efforts in orchestrating the global network of…
Abstract
In this paper, we focus on ethnocentrism as a practice that persists among top managers at MNC headquarters and steers their efforts in orchestrating the global network of subsidiaries. While the extant literature has viewed ethnocentrism as a detrimental attitude that top management seek to remedy, we offer a different reading. On the basis of our fieldwork in Danish MNCs, we argue that top management may deliberately cling to ethnocentrism. At the same time, however, they silence ethnocentrism and conceal it from view. In turn, people in subsidiaries engage in self-silencing. We argue that this sustained yet concealed and silenced ethnocentrism has important implications for orchestration of the global MNC network.
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Emily Joan Darlington, Gemma Pearce, Teresa Vilaça, Julien Masson, Sandie Bernard, Zélia Anastácio, Paul Magee, Frants Christensen, Henriette Hansen and Graça S. Carvalho
The aim was to identify the competencies professionals need to promote co-creation engagement within communities.
Abstract
Purpose
The aim was to identify the competencies professionals need to promote co-creation engagement within communities.
Design/methodology/approach
Co-creation could contribute to building community capacity to promote health. Professional development is key to support co-creative practices. Participants were professionals in a position to promote co-creation processes in health-promoting welfare settings across Denmark, Portugal, France and United Kingdom. An overarching unstructured topic guide was used within interviews, focus groups, questionnaires and creative activities.
Findings
The need to develop competencies to promote co-creation was high across all countries. Creating a common understanding of co-creation and the processes involved to increase inclusivity, engagement and shared understanding was also necessary. Competencies included: How to run co-creation from the beginning of the process right through to evaluation, using feedback and communication throughout using an open action-oriented approach; initiating a perspective change and committing to the transformation of co-creation into a real-life process.
Practical implications
Overall, learning about underlying principles, process initiation, implementation and facilitation of co-creation were areas identified to be included within a co-creation training programme. This can be applied through the framework of enabling change, advocating for co-creative processes, mediating through partnership, communication, leadership, assessment, planning, implementation, evaluation and research, ethical values and knowledge of co-creative processes.
Originality/value
This study provides novel findings on the competencies needed for health promoting professionals to embed co-creative processes within their practice, and the key concerns that professionals with a position to mediate co-creation have in transferring the abstract term of co-creation into a real-world practice.