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Palgrave Macmillan

Organizational Culture and Commitment

Transmission in Multinationals

  • Book
  • © 2013

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Authors:
  1. Victoria W. Miroshnik
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Table of contents (11 chapters)

  1. Front Matter

    Pages i-xxi
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  2. Introduction

    • Victoria W. Miroshnik
    Pages 1-9

  3. Organizational Culture and Commitment

    • Victoria W. Miroshnik
    Pages 10-36

  4. Relationship between the Headquarters and Subsidiaries in Multinational Companies

    • Victoria W. Miroshnik
    Pages 37-69

  5. Methodology

    • Victoria W. Miroshnik
    Pages 70-75

  6. Model and Measurement Instrument

    • Victoria W. Miroshnik
    Pages 76-103

  7. Organizational Culture and Organizational Commitment in the Parent Unit in Japan

    • Victoria W. Miroshnik
    Pages 104-139

  8. Study B: Analysis of the Organizational Culture and Organizational Commitment in the Thai Subsidiary

    • Victoria W. Miroshnik
    Pages 140-168

  9. Study C: Organizational Culture and Organizational Commitment in the Indian Subsidiary

    • Victoria W. Miroshnik
    Pages 169-198

  10. Transmission of Culture-commitment from HQs to Subsidiaries: A Multilevel Model

    • Victoria W. Miroshnik
    Pages 199-221

  11. Discussion

    • Victoria W. Miroshnik
    Pages 222-254

  12. Conclusion

    • Victoria W. Miroshnik
    Pages 255-266

  13. Back Matter

    Pages 267-336
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Keywords

About this book

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.

About the author

Victoria Miroshnik received her PhD from Glasgow University and MSc in Psychology from Moscow State University. She was Associate Professor in Ritsumeikan University, Japan and in the American University, Dubai. She has extensive publications of books and articles in the area of international business, organizational behaviour and business psychology.

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