Navigating global vs local tensions in multinational corporations: the paradoxical responses of local managers to competing demands

Pauline Keh and Anne-Sophie Thelisson ()
Additional contact information
Anne-Sophie Thelisson: UR CONFLUENCE : Sciences et Humanités (EA 1598) - UCLy - UCLy (Lyon Catholic University), ESDES - ESDES, Lyon Business School - UCLy - UCLy - UCLy (Lyon Catholic University)

Post-Print from HAL

Abstract: Torn between pressures coming from their global and their local environments, multinational subsidiary managers are often confronted with multiple and sometimes conflicting demands. In this inductive research we propose to mobilize paradox theory in order to investigate the process through which local managers navigate paradoxical tensions in their practices. Based on an in-depth case study of a French manufacturing site of IBM, our research reveals that local managers often struggle with belonging and performing paradoxical tensions and that they may navigate such tensions by adopting paradoxical responses—transgressive alignment, obedient deviance—that simultaneously combine elements of compliance and non-compliance.

Keywords: MNC; paradox; inductive research; micro-politics; local managers; micro-politique; recherche inductive; paradoxe; FMN; managers locaux (search for similar items in EconPapers)
Date: 2021-09
References: Add references at CitEc
Citations:

Published in Management international = International management = Gestión internacional, 2021, 25 (spécial), pp.105-123. ⟨10.7202/1086413ar⟩

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05262081

DOI: 10.7202/1086413ar

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().