| Abstract
|
:
|
In the context of this study, we are exploring the relationship of the organization with its environment. More precisely, we are seeking to understand the behaviour of multinational corporations (MNCs) in developing countries. The value of this study is in highlighting the interaction between two seemingly complex and dynamic systems, guided by differing and often opposing logics. This interaction is translated into a constant struggle between the global and the local. On the one hand, MNCs actively seek to standardize their activities across the world, hence accentuating the globalization movement. On the other hand, countries "in quest" for development, where the social environment is far from being neutral, are trying to protect their cultures and preserve their local specificities. Our study revolves around understanding how MNCs, through their affiliates, adapt to their social environments and respond to the socio-economic needs of their host countries given the different pressures they are subjected to. Within this study, the adoption of a holistic vision allowing the consideration of different perspectives and levels of analysis is necessary. Thus, we had to draw from different theoretical bodies to essentially retain three: contingency, institutionalism and corporate social responsibility (CSR). These theories allow us to simultaneously take into consideration contingency factors, institutional pressures and the interests of stakeholders. From there on, we suggest an analytical framework pointing out the importance of the task environment as well as the organizational environment and the social environment. Those environments jointly influence the behaviour of the MNC and more specifically those of their subsidiaries. This framework also highlights the importance of seeking a balance between the different pressures these corporations are subjected to. Given the nature of our research topic, we have opted for a qualitative approach of an exploratory and ideographic type, aiming to find contextualized explanations rather than universal ones. We have thus undertaken a field research by choosing Malaysia as a context of study and a certain number of multinational corporation subsidiaries (MCS) as units of analysis. Six of those MCSs are the subject of case studies (Eisenhardt, 1989) and of comparative analysis (Langley, 1999). The analysis of these cases allows us to emanate a collection of tangible and intangible factors susceptible of influencing the behaviour of MCSs. (Abstract shortened by UMI.)
|