Organizational Practice Transfer within a Transnational Professional Service Firm: The Role of Leadership and Control
Research output: Working paper › Working papers
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Organizational Practice Transfer within a Transnational Professional Service Firm : The Role of Leadership and Control. / Reihlen, Markus; Klimkeit, Dirk.
Lüneburg : Otto Group Lehrstuhl für Strategisches Management an der Leuphana Universität Lüneburg, 2015. (Arbeitspapier : Discussion paper; No. 15).Research output: Working paper › Working papers
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RIS
TY - UNPB
T1 - Organizational Practice Transfer within a Transnational Professional Service Firm
T2 - The Role of Leadership and Control
AU - Reihlen, Markus
AU - Klimkeit, Dirk
PY - 2015/4/20
Y1 - 2015/4/20
N2 - Most cross-border organizational practice transfer involves implementation challenges, yet key literature in this field largely overlooks the mediating role of the transfer coalition, which serves as a ‘bridge’ between headquarters (HQ) and subsidiaries in transferring an organizational practice. By exploring an in-depth case study of a top-tier professional service firm, this study contributes to the literature on cross-border HRM practice transfer. We show that the transfer coalition displayed activities that translated into two separate managerial roles – transfer leadership and control – that were practiced with quite different levels of commitment by different members and impactedthe successful management of the transfer process. We propose two distinctivetransfer coalition archetypes – the entrepreneurial and the ceremonial type – where the leadership and control roles were practiced quite differently and reached different levels of organizational practice adoption. Furthermore, we suggest practical implications for HR professionals in order to improve global leadership and control competence.
AB - Most cross-border organizational practice transfer involves implementation challenges, yet key literature in this field largely overlooks the mediating role of the transfer coalition, which serves as a ‘bridge’ between headquarters (HQ) and subsidiaries in transferring an organizational practice. By exploring an in-depth case study of a top-tier professional service firm, this study contributes to the literature on cross-border HRM practice transfer. We show that the transfer coalition displayed activities that translated into two separate managerial roles – transfer leadership and control – that were practiced with quite different levels of commitment by different members and impactedthe successful management of the transfer process. We propose two distinctivetransfer coalition archetypes – the entrepreneurial and the ceremonial type – where the leadership and control roles were practiced quite differently and reached different levels of organizational practice adoption. Furthermore, we suggest practical implications for HR professionals in order to improve global leadership and control competence.
KW - Management studies
M3 - Working papers
T3 - Arbeitspapier : Discussion paper
BT - Organizational Practice Transfer within a Transnational Professional Service Firm
PB - Otto Group Lehrstuhl für Strategisches Management an der Leuphana Universität Lüneburg
CY - Lüneburg
ER -