Local Responses to Global Integration in a Transnational Professional Service Firm

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This study examines the transfer of management practices from a regional headquarters to the local subsidiaries in a transnational professional service firm. Using an in-depth case study of a top-tier transnational professional service firm, we develop an empirically grounded theory. We analyse how partners of local subsidiaries responded to a global integration initiative and identify contingencies that influenced partners' responses to pressures of conformity from the regional headquarters. We found a broad diversity of responses ranging from complying to open resistance when adopting the management practice locally. This diversity of responses is explained by three major categories emerging from our data - local fit, linking practices, and subsidiary resources. By focusing our attention on individual actors and their responses in the light of a multiplicity of institutional interests, norms, and beliefs, this article seeks to expand the global-local debate in multinational corporations.

Original languageEnglish
Article numberjov008
JournalJournal of Professions and Organization
Issue number1
Pages (from-to)39-61
Number of pages23
Publication statusPublished - 01.09.2016

    Research areas

  • Management studies
  • global integration, multinational corporation, practice transfer, professional service firm