German-Irish Corporate Relationships: The Cultural Dimension
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Oxford [u.a.]
Lang, Peter Bern
2004
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| Schriftenreihe: | German linguistic and cultural studies
15 |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | 352 S. 28 schw.-w. Tab. : 225 mm x 150 mm |
| ISBN: | 3039101617 |
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Datensatz im Suchindex
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| adam_text | Contents Acknowledgements Abbreviations Figures and tables Introduction 13 15 17 19 Chapter 1 Culture and the cross-national context 23 1.1. 1.2. 1.3. 1.3.1. 1.3.2. 1.3.3. 1.3.4. 1.3.5. 1.3.6. 1.3.7. 1.3.8. 1.4. 1.4.1. 1.4.2. 1.4.3. 1.5. Introduction Definition of culture The characteristics of culture Culture as a problem-solving device Culture as the personality of a society Culture as a group construct Culture is for the most part acquired Culture is not a straitjacket The influence of the past Culture is an elusive concept The various layers of culture The role of culture in cross-national management research Culture-free/convergency approaches Culture-bound/divergency approaches Convergence revisited or persistent divergence? Conclusion 23 23 25 25 25 25 26 27 27 28 28 32 33 38 48 50
Chapter 2 German and Irish business culture compared and contrasted 2.1. 2.2. 2.3. 2.3.1. 2.3.2. 2.3.3. 2.3.4. 2.3.5. 2.3.6. 2.4. Introduction National culture: the Hofstedian dimensions National business culture and national institutional frameworks The legal system The role of the State in the business environment The financing of business Industrial relations in Ireland and Germany: voluntarism versus legal regulation Management in Ireland and Germany Training and education Conclusion Chapter 3 Parent company-foreign subsidiary relationships 3.1. 3.2. 3.3. 3.3.1. 3.3.2. 3.3.3. 3.4. 3.4.1. 3.4.2. 8 Introduction The basis of the parent company-subsidiary relationship Factors affecting the degree of parent company control and coordination of subsidiary activities Internal company factors: parent company characteristics Internal company factors: subsidiary company characteristics Host country environmental factors Instruments of control Operational control instruments Control over strategic resources 53 53 54 55 60 65 79 85 95 97 109 113 113 113 114 115 125 130 131 131 131
3.4.3. 3.4.4. 3.4.5. 3.4.6. 3.4.7. 3.5. The imposition of standards by theparent company Performance-monitoring instruments Personnel-policy instruments Communication instruments Organisational culture Conclusion 132 133 134 138 139 142 Chapter 4 The methodology adopted for the empirical survey 145 4.1. 4.2. 4.3. 4.3.1. 145 145 146 4.3.2. 4.4. 4.4.1. 4.4.2. 4.4.3. 4.4.4. 4.5. 4.6. 4.7. 4.8. 4.8.1. 4.8.2. 4.9. Introduction A question of terminology Sample selection procedure Sample Group A: German parent companies and their Irish operations Sample Group B: Irish parent companies and their German operations Contacting the sample companies and arranging interviews The German parent companies and German operations of Irish parent companies AugustSeptember 1996 The Irish parent companies May-July 1999 The Irish operations May-July 1999 Comment Interview format Language Reasons for choosing the interview as a data collection instrument Presentation of the questionnaires Questionnaire 1 Questionnaire 2 Limitations of the sample results 146 153 155 155 155 156 156 156 157 157 158 158 159 159 9
German parent companies and their Irish operations (Sample Group A): evidence from the interviews 161 Introduction 5.1. The German parent companies 5.2. 5.2.1. Profile of the German parent companies 5.2.2. The ‘Germanness’ of the German parent companies 5.2.3. Profile of the German parent-company interviewees The Irish operations 5.3. 5.3.1. Profile of the Irish-operation interviewees 5.3.2. Profile of the Irish operations The relationship between German parent companies 5.4. and their Irish operations: coordination and control 5.4.1. Operational control 5.4.2. Control over strategic resources 5.4.3. The imposition of standards 5.4.4. Performance-monitoring instruments 5.4.5. Personnel-policy instruments 5.4.6. Communication instruments 5.4.7. Organisational culture Conclusion: German influences in the Irish operations 5.5. 197 197 199 202 206 208 210 213 218 Chapter 6 Irish parent companies and their German operations (Sample Group B): evidence from the interviews 221 6.1. 6.2. 6.2.1. 6.2.2. 6.2.3. 6.3. 221 222 222 224 230 235 10 Introduction The Irish parent companies Profile of the Irish parent companies The Trishness’ of the Irish parent companies Profile of the Irish parent-company interviewees The German operations 161 162 162 164 169 175 175 181
6.3.1. 6.3.2. 6.4. 6.4.1. 6.4.2. 6.4.3. 6.4.4. 6.4.5. 6.4.6. 6.4.7. 6.5. Profile of the German-operation interviewees Profile of the German operations The relationship between Irish parent companies and German operations: coordination and control Operational control Control over strategic resources The imposition of standards Performance-monitoring instruments Personnel-policy instruments Communication instruments Organisational culture Conclusion: Irish influences in the German operations Chapter 7 Cultural differences between the Irish and the Germans: evidence from the interviews 7.1. 7.2. 7.2.1. 7.2.2. 7.2.3. 7.2.4. 7.3. 7.3.1. 7.3.2. 7.3.3. 7.3.4. 7.4. Introduction Cultural differences pertaining to Uncertainty Avoidance Approach to time Flexibility Business is serious business German perfectionism Cultural differences pertaining to Power Distance Authority Formality Work and non-work life: continuum versus compartmentalisation Admitting mistakes Conclusion 235 241 249 249 250 253 256 259 263 264 268 271 271 271 272 277 285 287 288 289 293 296 300 301 11
Conclusion German-Irish corporate relationships: the cultural dimension Appendix I: Appendix II: Appendix III: Bibliography Index 1՜) Summary of Dobry’s model Preliminary questionnaire, August 1995 Survey questionnaires (English-language versions) 303 309 311 313 337 349
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| spelling | O'Mahony, Niamh 1968- Verfasser (DE-588)129056073 aut German-Irish Corporate Relationships The Cultural Dimension Niamh O'Mahony Oxford [u.a.] Lang, Peter Bern 2004 352 S. 28 schw.-w. Tab. : 225 mm x 150 mm txt rdacontent n rdamedia nc rdacarrier German linguistic and cultural studies 15 Interkulturelles Management (DE-588)4343519-1 gnd rswk-swf Multinationales Unternehmen (DE-588)4075092-9 gnd rswk-swf Deutschland (DE-588)4011882-4 gnd rswk-swf Irland (DE-588)4027667-3 gnd rswk-swf Deutschland (DE-588)4011882-4 g Multinationales Unternehmen (DE-588)4075092-9 s Interkulturelles Management (DE-588)4343519-1 s Irland (DE-588)4027667-3 g DE-604 German linguistic and cultural studies 15 (DE-604)BV011839645 15 Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010686102&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | German-Irish Corporate Relationships The Cultural Dimension |
| title_auth | German-Irish Corporate Relationships The Cultural Dimension |
| title_exact_search | German-Irish Corporate Relationships The Cultural Dimension |
| title_full | German-Irish Corporate Relationships The Cultural Dimension Niamh O'Mahony |
| title_fullStr | German-Irish Corporate Relationships The Cultural Dimension Niamh O'Mahony |
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| title_short | German-Irish Corporate Relationships |
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