The Impact of Core Self-Evaluations on Organizational Practice Adoption in the Multinational Corporation
Type
conference paper
Date Issued
2014-06-15
Author(s)
Abstract
The adoption of organizational practices is known to be elementary in the creation of sustained competitive advantage for the multinational corporation (MNC). In this study, we explore the role of the subsidiary managers' personality in the adoption of practices mandated by a corporate headquarters to subsidiary units in a large European MNC. We analyzed 130 cases of practice adoption a large European MNC and found that managers' core self-evaluation (CSE) is a significant factor with respect to the implementation of practices. In addition, the empirical findings suggest that the organizational context moderates the relationship between managers' personality and practice adoption. The study contributes to the emerging literature on the role of individual's personality in practice adoption and the microfoundations of knowledge transfers in large organizations.
Language
English
Keywords
Multinational corporation
knowledge transfer
organizational practice adoption
core self-evaluation
subsidiary managers
organizational control
HSG Classification
contribution to scientific community
HSG Profile Area
SoM - Responsible Corporate Competitiveness (RoCC)
Refereed
Yes
Start page
7
Event Title
Strategic Management Society Special Conference 2013
Event Location
Kopenhagen
Event Date
13.-15.06.2014
Subject(s)
Division(s)
Eprints ID
231467