The dark side of foreign subsidiary socialization : Lessons from the analysis of 7 Japanese multinationals in emerging country.

カイガイ　コガイシャ　ニ　ミル　ソシキ　シャカイカ　ジレンマ　ニッケイ　キギョウ　ノ　シンコウコク　カイガイ　コガイシャ　7シャ　ノ　ブンセキ　ヨリ　

ナカガワ, コウイチ

Nakagawa, Koichi

多田, 和美

タダ, カズミ

Tada, Kazumi

中川, 充

ナカガワ, ミツル

Nakagawa, Mitsuru

今川, 智美

イマガワ, トモミ

Imagawa, Tomomi

海外子会社

新興国

知識移転

知識創発

Organizational socialization

foreign subsidiary

emerging country

knowledge transfer

knowledge creation

Organizational socialization is the learning process of its specific culture and value. Foreign subsidiary socialization has been considered as a useful approach in transferring home base’s knowledge. But it has the potential risk that socialized foreign subsidiaries are not able to adjust to the business environment in their countries, because home base’s culture is basically suitable not for foreign country environment but for home one. From 7 Japanese MNC’s subsidiary in emerging country, we describe the actual situation of socialization effects, and we theorize that phenomenon as a socialization dilemma in MNC’s foreign subsidiary.

多田, 和美

中川, 充

今川, 智美