Technology Adoption by Subsidiaries of a Multinational Corporation: An Actor–Network Perspective

Janis R. Hilaricus ()
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Janis R. Hilaricus: CEREGMIA, Université des Antilles et de la Guyane Campus, de Schœlcher B.P. 7209 97275 Schœlcher Cédex, France

Journal of Information & Knowledge Management (JIKM), 2010, vol. 09, issue 01, 65-79

Abstract: International business (IB) and management information system (MIS) literature have focused respectively on the adoption process in multinational corporations (MNCs) and on the adoption of technology in organisations. This paper investigates the process of technology adoption in MNCs and draws on the actor–network theory (ANT) in order to understand the process of technology adoption in MNCs. A case study of a French-owned subsidiary in Brazil is utilised for the conclusions. First, through data analysis, it is discovered that people established connections that differ in being either beneficial or detrimental to technology adoption. Next, it is proposed that the decision to adopt is constantly being renegotiated, whereas previous research assumes a single adoption choice for individuals and organisations. Finally, this paper shows how boundary objects may help MNCs to cope with the conflicting pressures of global integration and national responsiveness.

Keywords: Technology adoption; multinational corporations; actor–network theory; foreign subsidiary management; boundary objects (search for similar items in EconPapers)
Date: 2010
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DOI: 10.1142/S0219649210002528

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