Arellano Caro, Maricela
Netland, Torbjørn H.
- Conference Paper
New practice adoption processes are usually described as if managers are hyper- rational and as if contexts are “ideal”. Although useful as rough guidelines, managers know that these prescriptive roadmaps differ significantly from the “real- life” challenges. This is particularly true in complex global environments. In this paper, we propose an alternative framework for new practice adoption in global production networks. The framework is grounded in an empirical study of practice adoption in production network’s sites, or subsidiaries, of multinational companies. Our interviews with operations managers from twenty-four firms reveal that in complex intra-firm contexts, managers are not just exposed to pressures from the headquarters, but perhaps more so from their own sites, and from other sites. Therefore, in dealing with multiple pressures, subsidiary managers develop complex behaviors that we characterize as a dynamic interplay of apparently contradictory but complementary roles embedded in their decisions and actions. We suggest that managers shift between three different pairs of roles: (1) the rational and the emotional; (2) the disciple and the pathfinder; (3) the team player and the egocentric. Our findings have important implications for practice and theory Show more
Book titleAcademy of Management Proceedings
Organisational unit09501 - Netland, Torbjörn H.
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