This Article Full Text (OnlineFirst PDF) All Versions of this Article: 0149206308316062v1 34/3/477    most recent Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Bouquet, C. Articles by Birkinshaw, J. Search for Related Content Social Bookmarking                         What's this?

Managing Power in the Multinational Corporation: How Low-Power Actors Gain Influence

¹ York University, Schulich School of Business, Toronto, ON M3J 1P3, Canada
² London Business School, Regent's Park, London NW1 4SA, United Kingdom

^* To whom correspondence should be addressed. E-mail: cbouquet{at}schulich.yorku.ca.

	Abstract

This article provides a conceptual integration and synthesis of the literature on power and influence in multinational corporations (MNCs). To provide some focus to their synthesis, the authors concentrate on the situation facing, and the strategies pursued by, low-power actors within the MNC network, that is, actors who are currently positioned in relatively weak or low-status positions vis-à-vis other actors. Drawing inspiration from Ghoshal, the authors make a clear separation between ends and means: between the objectives pursued by low-power actors (their ends) and the strategies or tactics they pursue to achieve these objectives (their means). This approach allows the authors to pull together some strands of literature that had previously been entirely separate.

First published on March 14, 2008, doi:10.1177/0149206308316062

Journal of Management 2008;34:477.

A more recent version of this article appeared on June 1, 2008


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?