- Copyright Page
- List of Figures
- List of Tables
- List of Contributors
- Researching Management Ideas
- The System of Management Ideas: origins, micro-foundations, and dynamics
- The Lifecycle of Management Ideas: innovation, diffusion, institutionalization, dormancy, and rebirth
- The Philosophy of Management Ideas
- Methods for the Study of Management Ideas
- Management Techniques
- Instrumental Understanding of Management Ideas
- Thought Leaders and Followers: the impact of consultants and advisers on management ideas
- Business Studies and Management Ideas
- Multinational and Transnational Organizations: the role of globalizing actors
- Business Media: from gatekeeping to transmediality
- Management’s Gurus
- The Consumers and Co-Producers of Management Ideas
- The Re-Adoption of Management Ideas: how they come, how they go, and why some come back
- The Persistence of Management Ideas: how framing keeps ‘Lean’ moving
- Evolving Management Ideas
- Popular Management Ideas
- Professional Structures and Practice Change: institutionalization processesin accounting and strategy
- Management Ideas as Standards
- Understanding and Analysing Resistance to Management Ideas
- Performance Implications of Management Ideas
- The (Geo-)Politics of Management Ideas: three moments in the trajectory of an instrument of power
- Management Ideas and the Social Construction of Organizations
- The Role of Family Firms in Corporate Sustainability
- Managing Public Service Professionals Under New Public Management
- Management Ideas in Everyday Life
- Changing the Critique: from critical management studies to activist scholarship
- Alternatives to Management Ideas
- New Directions for Research on Management Ideas
Abstract and Keywords
Multinational corporations (MNCs) are important players in the diffusion of management ideas, knowledge, and norms across borders because of pressures to standardize practices as much as possible, while adapting to local differences as much as necessary. The international management literature increasingly highlights the important role of individuals within those MNCs in cross-border norm diffusion, but we still lack an integrated approach to these ‘globalizing actors’ and their activities. This chapter discusses international management research related to knowledge transfer in MNCs, international assignments, and global elites and considers its contributions and limitations in terms of aiding our understanding of globalizing actors in relation to management ideas. Arguing that this work holds important insights, but says little about how actors mobilize their skills and resources to navigate complex environments, the authors draw on a more diverse range of research to bring context and person back into focus.
Philipp Kern is Postdoctoral Research Associate, Institute for International Management, Loughborough University London, UK.
Phil Almond is Professor of International Management, University of Leicester, UK.
Tony Edwards is Director of the Institute for International Management a Loughborough University London, UK.
Olga Tregaskis is Professor of International HRM, University of East Anglia (UEA), UK.
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