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| Author: | Damman, S. Osmundsen, T.C. |
| Title: | Mot nye grenseland? Ledelse og læring i en multinasjonal bedrift |
| Journal: | Nordiske organisasjons studier
2008 : VOL. 10:3, p. 29-50 |
| Index terms: | management leadership power internationalization learning manufacturing industry companies Scandinavia Nordic countries Norway |
| Freeterms: | standardization |
| Language: | nor |
| Abstract: | This study is based on empirical foundation through a qualitative study performed at a Norwegian international manufacturing company, called herein as Auto AS. Bluntly put. The firm's strategy is to transfer existing and well-established techniques and procedures (here as: procs.) from Norway to its foreign subsidiaries, by the so-called Xerox-method. Strong emphasis is placed on building a homogenous, well-integrated organization, by aiming to export their more intangible manner of conducting business, referred to as 'Auto's Way'. However, difficulties are faced in implementing the procs. and approaches in the new foreign units. The subsequent learning appears to be more a result of complex social negotiation processes (as: negts.) than a transfer of knowledge and experience. Boundaries btw. communities of practice are significant for the negts. The findings give less support to the notions of boundary spanning mechanisms etc. (original in Norwegian) |
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