Multinational companies as learning and evolving systems: a multiple-case study of knowledge-intensive service companies ; an application of autopoiesis theory
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Helsinki
Helsinki School of Economics and Business Administration
1999
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| Schriftenreihe: | Helsingin Kauppakorkeakoulun Julkaisuja
A, Sarja Väitöskirjoja ; 154 |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Zugl.: Diss. |
| Beschreibung: | XIV, 423 S. graph. Darst. |
| ISBN: | 9517913990 |
Internformat
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| 245 | 1 | 0 | |a Multinational companies as learning and evolving systems |b a multiple-case study of knowledge-intensive service companies ; an application of autopoiesis theory |c Marjatta Maula |
| 264 | 1 | |a Helsinki |b Helsinki School of Economics and Business Administration |c 1999 | |
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| 500 | |a Zugl.: Diss. | ||
| 650 | 4 | |a Multinationales Unternehmen | |
| 650 | 4 | |a Corporations |x Growth | |
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Datensatz im Suchindex
| _version_ | 1804129292431392768 |
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| adam_text | viii Multinational Companies as Learning and Evolving Systems
TABLE OF CONTENTS:
Acknowledgments j
Abstract jv
Table of contents viii
1. INTRODUCTION 1
1.1 RESEARCH PROBLEM 1
1.2 THE CONTENT AND RESEARCH METHOD OF THE STUDY 6
1.3 READING PRACTICALITIES 7
1.4 LIMITATIONS 8
2. DISCUSSION OF THE PROBLEM AREA 10
2.1 THE IMPORTANCE OF LEARNING AND EVOLUTION 10
FOR MULTINATIONAL COMPANIES (MNCs)
2.1.1. Learning and evolution are sources for the MNCs strategic advantages 12
2.1.2 MNCs learn internally and co evolve with the environment 14
2.1.3 The underlying dynamics of the MNCs learning and evolution requires
clarification 17
2.1.4 Implications for this study 19
2.2 A LEARNING ORGANIZATION IS BASED ON CHANGE, INTER 20
PRETATION, AND FUNCTIONING AS A SYSTEM
2.2.1 Learning organization is based on continuous change 20
2.2.2 Learning refers to adaptation, experimentation, inertia and imitation 22
2.2.3 Learning refers to proactive development of capabilities and competencies 23
2.2.4 A learning organization is a cognitive interpretation system 24
2.2.5 Implications for this study 26
23 THE MNCs ARE CONTINUALLY EVOLVING PROCESSES 27
2.3.1 Evolutionary economics, organizational ecology and systematics 28
2.3.2 Organizations are continuous processes that produce themselves 30
2.3.3 The strategic paradox between change and stability requires refraining 31
2.3.4 Implications for this study 32
2.4 KNOWLEDGE FACILITATES THE MNCS LEARNING 32
AND EVOLUTION
2.4.1 Firms as knowing activities 33
2.4.2 The creation of knowledge 35
2.4.3 The management of organizational knowledge 37
2.4.4 Implications for this study 38
2.5 COMMUNICATION ENABLES LEARNING AND EVOLUTION 39
2.5.1 Communication facilitates learning and evolution 39
2.5.2 Information and communication systems accelerate learning and evolution 40
2.5.3 Implications for this study 41
2.6 CONSISTENCY (FIT, STRETCH, MISFIT) AMONG THE STRATE 42
GIC COMPONENTS AS AN UNDERLYING CHARACTERISTIC
2.6.1 Structural aspects of a strategy 42
2.6.2 Fit as a firm s design objective 43
2.6.3 Mixed results about fit 45
Table of Contents ix_
2.6.4 Stretch and misfit as a design objective 46
2.6.5 Implications for this study 48
2.7 BASIC DEFINITIONS, RESEARCH QUESTIONS, AND THE 49
CRITERIA FOR SELECTING A THEORY FOR THE STUDY
2.7.1 Conclusions about the literature review 49
2.7.2 Basic definitions, research questions and research objectives 51
2.7.3 The criteria for selecting theory for this study 54
3. COMPARISON OF THE THEORETICAL ALTER 55
NATIVES THAT EXPLAIN CONSISTENCY AMONG
STRATEGIC COMPONENTS
3.1 THE PURPOSE AND PROCESS OF THE COMPARISON 55
3.1.1 The reason for comparing alternative theories and models S 5
3.1.2 The theories and models included in the comparison 56
3.1.3 The comparison and selection process 63
3.2 CONGRUENCE MODEL 63
3.2.1 Characteristics of congruence model 63
3.2.2. Congruence model as an explanation for an MNC s learning and evolution 64
3.3 CONTINGENCY THEORY 65
3.3.1 Characteristics of contingency theory 65
3.3.2 Contingency theory as an explanation for an MNC s learning and evolution 67
3.4 CONVENTIONAL OPEN SYSTEM 68
3.4.1 Holism and hierarchy in conventional open systems 68
3.4.2 Openness and closure in the conventional system models 69
3.4.3 An MNC as an open leaming and evolution system 71
3.4.4 Problems related to the conventional system concept 72
3.5 SYSTEM DYNAMICS 73
3.5.1 Characteristics of system dynamics 73
3.5.2 An MNC as a dynamically learning and evolving system 74
3.6 AUTOPOIESIS THEORY 75
3.6.1 Principles and characteristics of autopoiesis (self production) 75
3.6.2 Holism, scaling, autonomy and control in autopoietic systems 81
3.6.3 Openness and closure in autopoietic systems 83
3.6.4 Further differentiation between self referential systems 88
3.6.5 Earlier interpretations of autopoiesis theory in the organizational context 90
3.6.6 Applying autopoiesis theory in the social and organizational context 93
3.6.7 An MNC as an autopoietic learning and evolution system 97
3.7 COMPARISON AND SELECTION 98
4. FURTHER ANALYSIS OF AUTOPOIESIS, AND 105
THE FORMULATION OF THE INITIAL MODEL
4.1 ONTOLOGICAL AND EPISTEMOLOGICAL ASSUMPTIONS 105
OF AUTOPOBESIS THEORY
4.1.1 The need to review the ontological and epistemological assumptions of 105
autopoiesis theory
_x Multinational Companies as Learning and Evolving Systems
4.1.2 Consistency of autopoiesis theory 106
4.1.3 Ontological and epistemological positioning of autopoiesis theory 107
4.1.4 Specification of the common ontological and epistemological domain 114
4.2 KNOWLEDGE RELATED CONCEPTS IN AUTOPOIESIS IN 119
THE ORGANIZATIONAL CONTEXT
4.2.1 The cognitivist, connectionist and autopoietic notions of knowledge 119
4.2.2 The management of knowledge and languaging in autopoiesis theory 129
4.2.3 Learning and autopoiesis theory 129
4.2.4 Communication in autopoiesis theory 130
4.2.5 Implications of autopoiesis theory on information and communication systems 131
4 J THE WAY TO INTERPRET AUTOPOIESIS THEORY IN THIS 132
STUDY
4.3.1 The paradigmatic approach to defining the initial model 132
4.3.2 The selected way to interpret autopoiesis theory in this study 133
4.4 THE STRUCTURE AND COMPONENTS OF THE INITIAL MODEL 136
4.4.1 The structure of the initial model 136
4.4.2 Identity 140
4.4.3 Perception of the environment 141
4.4.4 Strategy 141
4.4.5 Knowledge (distinctions) 141
4.4.6 Interactive processes and communication (structural and social coupling with the 142
environment)
4.4.7 Internal standards, processes, and communication (structural and social coupling 143
internally)
4.4.8 Triggers (perturbations) 143
4.4.9 Experimentation 144
4.4.10 Information and communication systems 144
4.4.11 Boundary / boundary elements 144
4.5 THE DYNAMICS OF THE INITIAL MODEL 145
4.5.1 Dynamics of the autopoietic learning and evolution system 145
4.5.2 Interactive openness 146
4.5.3 Self referentiality, organizational closure 146
4.5.4 Strategic composition, its consistency and variation 147
5 RESEARCH METHOD 149
5.1. METHODOLOGICAL IMPLICATIONS OF AUTOPOIESIS 149
THEORY
5.1.1 The implications of critical realism, autopoiesis theory, and radical constructivism 149
for methodology
5.1.2 The chain of interpretations 151
5.2 THE NATURE OF THE STUDY 153
5.2.1 Ideographic (contextual) characteristics of the study 153
5.2.2 Multidisciplinary nature of the study 153
5.2.3 Investigating MNCs as a learning and evolving process (system) 155
Table of Contents xi
5.3 RESEARCH DESIGN 156
5.3.1 The purpose of research design 15 6
5.3.2 Multiple case study as a research method (research strategy) 157
5.3.3 The unit of analysis 159
5.3.4 Pattern matching logic as a research mode 159
5.4 RESEARCH PROCESS 160
5.4.1 Data collection 160
5.4.2 Analysis 165
5.5 THE VALIDATION CRITERIA OF THE STUDY 166
5.5.1 Relevance 166
5.5.2 Construct validity 167
5.5.3 Internal validity 167
5.5.4 External validity 168
5.5.5 Reliability 169
5.6 SUMMARY 171
6. THE CASE COMPANIES 172
6.1 THE SELECTION OF THE CASE INDUSTRY AND THE 172
CASE COMPANIES
6.1.1 The selection of the case industry 172
6.1.2 The selection of the case companies 180
6.1.3 General aspects about the case descriptions 184
6.2 ARTHUR ANDERSEN (BUSINESS CONSULTING) 185
6.2.1 Components of the learning and evolution system 184
6.2.2 Arthur Andersen as a self producing (autopoietic) system 204
63 ARTHUR D. LITTLE (EUROPE) 213
6.3.1 Components of the learning and evolution system 213
6.3.2 Arthur D. Little as a self producing (autopoietic) system 237
6.4 ERNST YOUNG (MANAGEMENT CONSULTING) 246
6.4.1 Components of the learning and evolution system 246
6.4.2 Ernst Young as a self producing (autopoietic) system 262
6.5 KAOSPILOTS AND KAOSMANAGEMENT 271
6.5.1 Components of the learning and evolution system 272
6.5.2 KaosPilots and KaosManagement as a self producing (autopoietic) system 291
7 THE ANALYSIS OF THE CASE COMPANIES 301
7.1 THE STRATEGIC COMPONENTS OF THE CASE COMPANIES 301
7.1.1 Identity 302
7.1.2 Perception of the environment 303
7.1.3 Strategy 304
7.1.4 Knowledge (distinctions) 305
7.1.5 Interactive processes and communication (structural and social coupling with the 310
environment)
7.1.6 Internal standards, processes, and communication (structural and social coupling 311
internally)
7.1.7 Triggers (perturbations) 313
xii Multinational Companies as Learning and Evolving Systems
7.1.8 Experimentation 314
7.1.9 Information and communication systems 314
7.1.10 Boundary/boundary elements 315
7.1.11 Summary concerning the components 316
7.2 THE CASE COMPANIES AS AUTOPOIETIC LEARNING 316
AND EVOLVING SYSTEMS
7.2.1 The relationship between knowledge management, learning, and evolution in the 317
case companies
7.2.2 Interactive openness and self referentiality in the case companies 320
7.2.3 The role of strategic composition for learning and evolution dynamics in the case 323
companies
7.2.4 The implications of autopoietic interpretation for innovation and creativity 325
7.2.5 The variation of learning and evolution in the case companies 326
7.3 PROACTIVE CHANGE IN THE CASE COMPANIES 329
8 CONCLUSIONS AND IMPLICATIONS 332
8.1 THE FINAL MODEL AND IMPLICATIONS 332
8.1.1 Conclusions concerning pattern matching 332
8.1.2 Meeting the requirements of the six point key 333
8.1.3 The final model 334
8.1.4 The role of complementary systems 339
8.1.5 The consistency platforms 340
8.1.6 The evolution models 342
8.1.7 Summary of conclusions 344
8.2 IMPLICATIONS 346
8.2.1 Theoretical implications 346
8.2.2 Managerial implications 348
8.2.3 Implications for future research 350
LIST OF REFERENCES 352
APPENDICES
1. The argumentation logic of the study 369
2. Glossary 371
3. Pilot case: 380
PBS Holding A/S
Progres Human Resources Development A/S
4. Arthur Andersen 385
5. Arthur D. Little (Europe) 391
6. Ernst Young 396
7. KaosPilots and KaosManagement 402
8. Constructs of the study 408
9. The schedule of the study 409
10. The pilot project 410
11. Ethical aspects 413
12. Case study protocol 415
13. The utilization of qualitative software (QSR NUD.IST) in the study 420
14.25 largest consulting firms in 1997 423
Table of Contents xiii
FIGURES
Note: The figures marked with an (*) are the author s own conceptualizations.
Figure 1: The three viewpoints of the study (*) 2
Figure 2: Sources of strategic advantages (Based on Prahalad and Doz, 1987;
Bartlett Ghoshal, 1989 p. 67 and Roth al., 1991) 13
Figure 3: The assumptions concerning the linkage between MNC s learning and 69
evolution, strategic composition, consistency, and alternative theories and
models (*)
Figure 4: The conventional open system (an input process output transformation 74
system)
Figure 5: Causality in a dynamic system (Based on, e.g., Senge, 1990 p. 75) 79
Figure 6: An MNC as an open system, and as an autopoietic (self producing) 79
system (*)
Figure 7: Analysis of inputs/outputs and perturbations/compensations (Based on 85
Mingers, 1995 pp. 33 34)
Figure 8: The initial model (*) 139
Figure 9: The unit of analysis and the structure of the study (?) 160
Figure 10: Arthur Andersen s model of creating value by connecting personal and 190
organizational knowledge processes (Source: Arthur Andersen)
Figure 11: Arthur Andersen s divergent and convergent knowledge process for creating 191
packaged knowledge (Source: Arthur Andersen)
Figure 12: The components of Arthur Andersen s learning and evolution system 205
(*; Based on Arthur Andersen s sources)
Figure 13: The functioning of Arthur Andersen as an autopoietic learning and 209
evolution system (*; Based on Arthur Andersen s sources)
Figure 14: Career opportunities in a pyramid and cylinder organizations (Source: 230
Arthur D. Little)
Figure 15: The components of Arthur D. Little s learning and evolution system 238
(*; Based on Arthur D. Little s sources)
Figure 16: The functioning of Arthur D. Little as an autopoietic learning and 242
evolution system (*; Based on Arthur D. Little s sources)
Figure 17: Ernst Young Knowledge Process Landscape model (Source: Emst 253
Young)
Figure 18: The components of Ernst Young s learning and evolution system 263
(*; Based on Ernst Young s sources)
Figure 19: The functioning of Ernst Young as an autopoietic learning and evolution 268
system (*; Based on Ernst Young s sources)
Figure 20: The components of KaosPilots and KaosManagement s learning and evo 292
lution system. (*; Based on KaosPilots and KaosManagement s sources)
Figure 21: The functioning of KaosPilots and KaosManagement as an autopoietic 297
learning and evolution system (*; Based on KaosPilots and KaosManage¬
ment s sources)
Figure 22: The final model (?) 335
Figure 23: Three knowledge processes (*) 337
Figure 24: The research process (?) 409
xiv Multinational Companies as Learning and Evolving Systems
TABLES
Table 1: Hierarchies of systemic complexity (Based on Boulding, 1956; Mingers, 1997) 5
Table 2: Four organization and knowledge types (Bladder, 1995) 34
Table 3: The manifestations of consistency and inconsistency among components (*) 52
Table 4: The hierarchy of complexity (Mingers, 1997 p. 307, based on Boulding, 1956) 61
Table 5: Systems, defined by boundary and feedback (*) 71
Table 6: Basic characteristics of an autopoietic system. (*; Based on Maturana and 82
Varela, 1980, 1987; Mingers, 1995, 1997; von Krogh and Roos, 1995; von
Krogh et ah, 1996a)
Table 7: The implications of the alternative theories and models on an MNC s 99
performance, learning and evolution (*)
Table 8: The ontological and epistemological assumptions of critical realism, auto 115
poiesis theory and radical constructivism (*; Based on Bhaskar, 1989;
Maki, 1989, 1992; Mingers, 1995; Steier, 1991a, 1991b; and von Glaserfeld,
1991)
Table 9: The cognitivist, connectionist and autopoietic assumptions of organizational 127
knowledge (Based on Varela et al., 1993; von Krogh and Roos, 1995)
Table 10: Triggers/data/signals, information and knowledge (*) 128
Table 11: The constructs of the study (*) 138
Table 12: The interviews by country (*) 162
Table 13: The design tests (Based on Yin, 1994 p. 33 and Hammersley, 1990 pp. 166
107 117)
Table 14: The characteristics of the case companies (Source: the case companies) 182
Table 15: The boundary elements of Arthur Andersen s learning and evolution system 203
(*; Based on Arthur Andersen s sources)
Table 16: The boundary elements of Arthur D. Little s learning and evolution system 236
(*; Based on Arthur D. Little s sources)
Table 17: The boundary elements of Ernst Young s learning and evolution system 261
(*; Based on Ernst Young s sources)
Table 18: The boundary elements of KaosPilots and KaosManagement s learning and 290
evolution system (*; Based on KaosPilots and KaosManagement s sources)
Table 19: The strategic compositions of the case firms (*) 329
Table 20: The proactive and passive interpretation of autopoiesis in the context of 331
organizations (*).
Table 21: The consistency platforms concerning the strategic composition (*) 341
Table 22: The evolution models (*) 343
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| spelling | Maula, Marjatta Verfasser aut Multinational companies as learning and evolving systems a multiple-case study of knowledge-intensive service companies ; an application of autopoiesis theory Marjatta Maula Helsinki Helsinki School of Economics and Business Administration 1999 XIV, 423 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Helsingin Kauppakorkeakoulun Julkaisuja : A, Sarja Väitöskirjoja 154 Zugl.: Diss. Multinationales Unternehmen Corporations Growth International business enterprises Service industries (DE-588)4113937-9 Hochschulschrift gnd-content Helsingin Kauppakorkeakoulun Julkaisuja A, Sarja Väitöskirjoja ; 154 (DE-604)BV010119103 154 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009871874&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Maula, Marjatta Multinational companies as learning and evolving systems a multiple-case study of knowledge-intensive service companies ; an application of autopoiesis theory Helsingin Kauppakorkeakoulun Julkaisuja Multinationales Unternehmen Corporations Growth International business enterprises Service industries |
| subject_GND | (DE-588)4113937-9 |
| title | Multinational companies as learning and evolving systems a multiple-case study of knowledge-intensive service companies ; an application of autopoiesis theory |
| title_auth | Multinational companies as learning and evolving systems a multiple-case study of knowledge-intensive service companies ; an application of autopoiesis theory |
| title_exact_search | Multinational companies as learning and evolving systems a multiple-case study of knowledge-intensive service companies ; an application of autopoiesis theory |
| title_full | Multinational companies as learning and evolving systems a multiple-case study of knowledge-intensive service companies ; an application of autopoiesis theory Marjatta Maula |
| title_fullStr | Multinational companies as learning and evolving systems a multiple-case study of knowledge-intensive service companies ; an application of autopoiesis theory Marjatta Maula |
| title_full_unstemmed | Multinational companies as learning and evolving systems a multiple-case study of knowledge-intensive service companies ; an application of autopoiesis theory Marjatta Maula |
| title_short | Multinational companies as learning and evolving systems |
| title_sort | multinational companies as learning and evolving systems a multiple case study of knowledge intensive service companies an application of autopoiesis theory |
| title_sub | a multiple-case study of knowledge-intensive service companies ; an application of autopoiesis theory |
| topic | Multinationales Unternehmen Corporations Growth International business enterprises Service industries |
| topic_facet | Multinationales Unternehmen Corporations Growth International business enterprises Service industries Hochschulschrift |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009871874&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| volume_link | (DE-604)BV010119103 |
| work_keys_str_mv | AT maulamarjatta multinationalcompaniesaslearningandevolvingsystemsamultiplecasestudyofknowledgeintensiveservicecompaniesanapplicationofautopoiesistheory |