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Micropolitics in the Multinational Corporation
  • Foundations, Applications and New Directions
  • Edited by Florian A. A. Becker-Ritterspach, Susanne Blazejewski, Christoph Dörrenbächer, Mike Geppert
  • Published online:
    05 June 2016
    Print publication:
    26 May 2016
  • Over the past decade, politics perspectives in international business have moved into the mainstream repertoire of research, theory development and teaching about the organisational behaviour of multinational corporations (MNCs). Politics perspectives contribute substantially to understanding the behaviour in and of MNCs in their different contexts and environments but so far these burgeoning perspectives have not been systematically and comprehensively reviewed. This book offers the first detailed overview of the theoretical foundations, methodologies and empirical applications of politics perspectives in MNCs. A group of international authors discuss twelve seminal contributions to the study of politics, power and conflict in MNCs, followed by a summary and synthesis of the literature into a comprehensive analytical framework. The book closes with a discussion of future directions in the field. This is a thorough introduction to political behaviour in MNCs written for scholars and graduate students in the fields of organisation studies and international business.

Politics and Power in the Multinational Corporation
  • The Role of Institutions, Interests and Identities
  • Edited by Christoph Dörrenbächer, Mike Geppert
  • Published online:
    26 April 2011
    Print publication:
    14 April 2011
  • This book was first published in 2011. The current financial and economic crisis has negatively underlined the vital role of multinational companies (MNCs) in our daily lives. The breakdown and crisis of flagship MNCs, such as Enron, WorldCom, Lehman Brothers, Toyota and General Motors, does not merely reveal the problems of corporate malfeasance and market dysfunction. It also raises important questions, both for the public and the academic community, about the use and misuse of power by MNCs in the wider society, as well as the exercise of power by key actors within internationally operating firms. This book examines how issues of power and politics affect MNCs at three different levels; the macro-level, the meso-level and the micro-level. This wide-ranging analysis shows not only that power matters but also how and why it matters, pointing to the political interactions of key power holders and actors within the MNC, both managers and employees.

  • 1 - Politics and power in the multinational corporation: an introduction

  • Edited by Christoph Dörrenbächer, Mike Geppert, University of Surrey
  • Book:
    Politics and Power in the Multinational Corporation
    Published online:
    26 April 2011
    Print publication:
    14 April 2011, pp 3-38

  • Summary

    The current financial and economic crisis has negatively underlined the vital role of multinational corporations (MNCs) in our daily lives. The breakdown and crisis of flagship MNCs, such as Enron, WorldCom, Lehman Brothers, Toyota and General Motors, does not merely reveal the problems of corporate malfeasance and market dysfunction but also raises important questions, both for the public and the academic community, about the use and misuse of power by MNCs in the wider society, as well as the exercise of power by key actors within internationally operating firms. Given these and previous similar developments, it is surprising that questions about organizational power and politics have not had a more central role in the study of the MNC.

    Historically, research on the MNC was focused on studying the influence and changing role of headquarters (HQ) management (e.g. Stopford and Wells 1972; Vernon 1966), with, for example, Hymer (1970) actually predicting that more geographical dispersion of MNCs would lead to greater concentration of decision-making power at the center. As long as HQ management was seen in the driving seat, the role of lower level managers, e.g. in local subsidiaries, and of other employees was mainly reduced to adaptation either to centrally set strategies or to external environmental pressures. Later, studies on the “evolution” of the MNC stressed that MNCs can hardly be managed top-down, especially if “diversification” and internationalization are increasing, but they did not “dare” shed more light on power relations and organizational politics.

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