Show simple item record

dc.contributor.authorAlfoldi, Eva A.
dc.contributor.authorMcGaughey, S.L.
dc.contributor.authorClegg, L.J.
dc.date.accessioned2017-07-10T14:00:21Z
dc.date.available2017-07-10T14:00:21Z
dc.date.issued2017-12
dc.identifier.citationAlfoldi EA, McGaughey SL and Clegg LJ (2017) Firm bosses or helpful neighbours? The ambiguity and co-construction of MNE regional management mandates. Journal of Management Studies. 54(8): 1170-1205.en_US
dc.identifier.urihttp://hdl.handle.net/10454/12500
dc.descriptionYesen_US
dc.description.abstractAs multinational enterprises (MNEs) increasingly disaggregate and disperse corporate headquarters (CHQ) activities, the allocation of regional management mandates (RMMs) to local operating subsidiaries is becoming more common. RMMs explicitly break with the traditional assumption of a clear separation between centralised and local decision-making. Yet we know little of how RMMs are enacted by the units involved, or how they evolve over time. Based on a case study of Unilever, we find that RMMs are inherently ambiguous, and identify circumstances under which ambiguity manifests and triggers cycles of sensemaking and sensegiving about the meaning of the mandate. These cycles result in the co-construction of the mandate by multiple units, with changes in RMM scope and governance over time. We also find that sensemaking and sensegiving are most intense among boundary-spanning middle managers. Our work challenges prevailing assumptions that mandates are largely unambiguous when assigned and are unilateral or dyadic accomplishments; demonstrates the importance of sub-unit level analysis in MNEs; and highlights the potential of structuration theory to enrich our understanding of sensemaking and sensegiving in organisations.en_US
dc.description.sponsorshipFunding from the Society for the Advancement of Management Studies (SAMS)en_US
dc.language.isoenen_US
dc.relation.isreferencedbyhttp://dx.doi.org/10.1111/joms.12287
dc.rights© 2017 Wiley This is the peer reviewed version of the following article: Alfoldi EA, McGaughey SL and Clegg LJ (2017) Firm bosses or helpful neighbours? The ambiguity and co-construction of MNE regional management mandates. Journal of Management Studies. 54(8): 1170-1205, which has been published in final form at [http://dx.doi.org/10.1111/joms.12287]. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving.
dc.subjectAmbiguity; Co-construction; Regional management mandates; Sensemaking; Sensegiving; Structuration theoryen_US
dc.titleFirm bosses or helpful neighbours? The ambiguity and co-construction of MNE regional management mandatesen_US
dc.status.refereedYesen_US
dc.date.Accepted2017-06-28
dc.date.application2017-07-20
dc.typeArticleen_US
dc.date.EndofEmbargo2019-07-21
dc.type.versionAccepted Manuscripten_US
dc.description.publicnotesThe full-text of this article will be released for public view at the end of the publisher embargo on 21 July 2019.en_US


Item file(s)

Thumbnail
Name:
Alfoldi_Journal_of_ Management_ ...
Size:
987.9Kb
Format:
PDF
Description:
To keep suppressed
Thumbnail
Name:
Alfoldi_Journal_of_ Management_ ...
Embargo:
2019-07-21
Size:
1.057Mb
Format:
PDF

This item appears in the following Collection(s)

Show simple item record