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Summary Comparative International Management 3rd ed. 2023 Arndt Sorge - all chapters PLUS lecture notes Tilburg University 2024 €7,16
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Summary Comparative International Management 3rd ed. 2023 Arndt Sorge - all chapters PLUS lecture notes Tilburg University 2024
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This is the complete summary of Comparative International Management 3rd ed. 2023. Ive included my study notes from during the lectures so it may read a bit informal hear and there, nothing distracting though.

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  • 14 december 2024
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  • 9781032194875
  • arndt sorge
  • comparative international management
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Comparative International Management

Summary book + lectures 1 - 12 (2024 Tilburg University)

Arndt Sorge / Niels Noorderhaven

3rd edition 2023
English
9781032194875
Pages book: 520
This summary: 68
Reading time: 180 min.

,Contents
Lecture 1: Introduction to the Approaches to Comparative International Management.........3
Contingency an uncertain occurrence, unexpected event, emergency.......................................4
Particularistic Theories – cultural approach......................................................................................... 4
Antecedent condition...................................................................................................................................... 5
Particularistic Theories – institutional approach................................................................................5
Globalization....................................................................................................................................................... 7
Lecture 2: Institutions......................................................................................................................................... 8
Lecture 3: The Societal Environment and Economic Development...............................................10
The Economist’s point of view.................................................................................................................. 10
The Weber Thesis.......................................................................................................................................... 11
Deterrence scaring off.................................................................................................................................. 12
Lecture 4: Comparative Corporate Governance..................................................................................... 15
Corporate Governance – a societal explanation of major capitalist models...........................16
The Anglo-Saxon Model............................................................................................................................... 16
The Rhineland model.................................................................................................................................... 17
The Japanese model of corporate governance................................................................................... 20
Lecture 5&6: National Cultures and Management................................................................................26
Methodological Dilemmas.......................................................................................................................... 27
The Etic Approach.......................................................................................................................................... 30
Hofstede’s defence......................................................................................................................................... 32
Hierarchy versus egalitarianism.............................................................................................................. 34
Cultural clusters.............................................................................................................................................. 37
The Emic Approach....................................................................................................................................... 37
National Cultures and Cross-cultural Negotiations..........................................................................37
Lecture 7: Managing Resources: National Innovation Systems.......................................................39
Technological Advancement: a Taxonomy.......................................................................................... 39
The American Innovation System........................................................................................................... 42
The Japanese Innovation System............................................................................................................. 44
The German Innovation System............................................................................................................... 46
The French innovation system................................................................................................................. 48
Parochialism..................................................................................................................................................... 49
Lectures 8,9,10&11: Multinational Corporations: Structural Issues..............................................51
The Internationalization Processes of MNCs......................................................................................52
Coordination and Control within MNCs................................................................................................ 57
Knowledge Management in the MNC..................................................................................................... 60
The MNC and Cultural and Institutional Differences.......................................................................62
Lecture 12: Networks and Clusters of Economic Activity..................................................................65
Balancing Competition and Cooperation.............................................................................................. 65
Networks from a Theoretical Perspective............................................................................................ 66
Network Theory: structural hole theory.............................................................................................. 67

,Embeddedness................................................................................................................................................ 69
From Networks to Clusters........................................................................................................................ 69
Porter’s concept of clusters........................................................................................................................ 70
Lecture 1: Introduction to the Approaches to Comparative International
Management

Introduction to the theoretical debate
Comparative international management is concerned with the study of
management and organization in different societal settings. Consequently,
comparisons focus on the interplay between societal settings on the one
hand, and various management and organizational forms and processes on
the other.

This course focuses on the differences in management and organizations that
are caused by nationally determined variables and that exist despite similarities
in technology, environment, strategies, etc.

Theories that try to answer how we can explain differences can be divided into
two categories: (1) universalistic theories, and (2) particularistic theories.
Universalistic theories claim that the phenomena of management and
organization are subject to the same universal ‘laws’ everywhere in the world.
Particularistic theories, conversely, posit that organization and management in
different countries can differ fundamentally, and that different explanations are
necessary for different countries.

Universalistic theories tend to predict that cross-national differences in
management and organization will disappear in the future, driven by
globalization. Worldwide competitive pressure stimulates ‘best practices’,
regardless of nationality of the company, management or employees. Existing
cross-national differences are seen as temporary disequilibria.

Particularistic theories predict that cross-national differences in management
and organization will persist. The reason is that management and organization
reflect expectations and preferences that differ between countries.
Furthermore, these theories imply that history matters, as national systems of
management and organization are path-dependent.

Contingency theory is an influential universalistic approach. Two important
particularistic approaches are the cultural and institutional approaches.

Universalistic and particularistic theories should not be seen as mutually
exclusive; rather they usefully complement each other. For example,
contingency theory permits researchers to highlight cultural or societal
differences by controlling for the stable relationships identified between
countries such as size, degree of dependency, production technology, or
availability of products. However, cultural and institutional approaches could
also be seen as complementary and could best be integrated into one single
framework. Within the cultural approach there has been made little effort to
accomplish this, however institutional researchers are more and more
incorporating culture into their theoretical ideas. They only lack the analytical
tools to address the concept of culture in a satisfactory way. The approach
adopted in this course is to use a framework that integrates institutional and
cultural perspectives.

, Universalistic Theories – contingency perspective
The contingency approach was developed by the Aston School from the
1960s onwards (Hickson & Pugh). Structural contingency theory refers to
research done on organizational structure and posits that – given similar
circumstances – organizational structure can be expected to be very much
the same wherever it is located. This theory further posits that if
organizations want to be successful, they should structure in response to a
series of demands or contingencies posed by the scale of operations.

Contingency an uncertain occurrence, unexpected event, emergency

Table 2 – page 5.

Mechanistic structure; hierarchical, centralized, formalized; low rate of market
& technological change

Organic structure; participatory, decentralized, unformalized; high rate of
market and technological change

Each of the contingencies (environment, technology, and size) affects a
particular aspect in structure  change of contingencies; change in structure.
Organizations move their structures into alignment with each of the
contingencies mentioned  structure and contingencies are associated.

Cultural and societal specifics are perceived as negligible. Contingency theory
claims that variance in structure is due to contingencies and not to societal or
cultural location. Deviations are explained by the fact that some organizations
(in some cultures) need to catch up their structure with contingencies.

Strengths:
1. The theory is straightforward and the methodology is highly
standardized
2. The various dependent and independent variables are
operationalized so that they can be quantified and measured
precisely

Weaknesses:
1. It does not give a clear explanation for the correlation between
structure and contingencies
2. The theoretical status of contingencies has remained uncertain
3. Contingency theory focuses on formal structures and neglects
informal structures
4. It evolved from western traditions of rational design of organizations
and from research in Anglo-American institutional settings.

Particularistic Theories – cultural approach

The cultural approach has developed as an opposite of the contingency
approach to overcome the biases of culture-free researchers that did not take
into consideration the behaviour of people within the organization. The
development was also stimulated by globalization; non-static structures &
individual cross-cultural interactions.
Cross-cultural research takes place at two distinct levels of analysis:

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