The dark side of foreign subsidiary socialization: Lessons from the analysis of 7 Japanese multinationals in emerging country

Koichi Nakagawa (), Kazumi Tada (), Mitsuru Nakagawa () and Tomomi Imagawa ()
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Koichi Nakagawa: Graduate School of Economics, Osaka University
Kazumi Tada: Department of management, Kinki university
Mitsuru Nakagawa: Japan university of economics, Department of management
Tomomi Imagawa: Graduate School of Economics, Osaka University

No 14-16, Discussion Papers in Economics and Business from Osaka University, Graduate School of Economics

Abstract: Organizational socialization is the learning process of its specific culture and value. Foreign subsidiary socialization has been considered as a useful approach in transferring home base fs knowledge. But it has the potential risk that socialized foreign subsidiaries are not able to adjust to the business environment in their countries, because home base fs culture is basically suitable not for foreign country environment but for home one. From 7 Japanese MNC fs subsidiary in emerging country, we describe the actual situation of socialization effects, and we theorize that phenomenon as a socialization dilemma in MNC fs foreign subsidiary.

Keywords: Organizational socialization; foreign subsidiary; emerging country; knowledge transfer; knowledge creation (search for similar items in EconPapers)
JEL-codes: M16 (search for similar items in EconPapers)
Pages: 24 pages
Date: 2014-04
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