Mutual Sense-Censoring, Generative Exploration, and Collaborative Change: A Case Study of Headquarters–Subsidiary Relationships in Asia.
This study contributes to the literature on power processes within multinational corporations (MNCs) by finding that the headquarters and subsidiaries mutually censor their sensemaking and may opt for strategic in action, depending on the relational context. It develops systematic explanations of th...
| Publicado en: | Journal of Applied Behavioral Science Vol. 61; no. 1; pp. 131 - 156 |
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| Formato: | Artículo |
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Sage Publications Inc.
Mar2025
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=182791859&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 182791859 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00218863 JBV jtl: Journal of Applied Behavioral Science issn: 00218863 maglogo: Y pubinfo: dt: Mar2025 vid: 61 iid: 1 pid: 344 pub: Sage Publications Inc. artinfo: ui: 182791859 10.1177/00218863231191150 ppf: 131 ppct: 25 formats: tig: atl: Mutual Sense-Censoring, Generative Exploration, and Collaborative Change: A Case Study of Headquarters–Subsidiary Relationships in Asia. aug: au: Nagaishi, Makoto affil: School of Global Studies, 12745 Chukyo University, Nagoya, Aichi, Japan su: International business enterprises Censorship Psychological safety Computer performance Evolutionary models sug: subj: International business enterprises Censorship Psychological safety Computer performance Evolutionary models keyword: collaboration capability discourse generative process headquarter–subsidiary relationship mutual sense-censoring spirit of inquiry collaboration capability discourse generative process headquarter–subsidiary relationship mutual sense-censoring spirit of inquiry ab: This study contributes to the literature on power processes within multinational corporations (MNCs) by finding that the headquarters and subsidiaries mutually censor their sensemaking and may opt for strategic in action, depending on the relational context. It develops systematic explanations of the patterns in the headquarter–subsidiary partnership by proposing a model of evolutionary, co-existent meaning-making transition processes. In a Japanese manufacturing MNC, change practitioners helped balance paradoxical processes to create psychological safety in a dialogic space, leading members to move ahead with a sense of crisis. The study deals with collective reactions to change from a qualitatively grounded approach. It then proposes theoretical and practical implications for building collaboration capability in multistakeholder partnerships by inspiring people's spirit of inquiry. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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