Series editor(s): Timothy Devinney, Torben Pedersen and Laszlo Tihanyi
Subject Area: International Business
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|Title:||TOWARD A MANAGERIAL THEORY OF THE MNC|
|Author(s):||Yves L Doz|
|Volume:||16 Editor(s): Michael A. Hitt and Joseph L.C. Cheng ISBN: 978-0-76231-126-2 eISBN: 978-1-84950-285-6|
|Citation:||Yves L Doz (2004), TOWARD A MANAGERIAL THEORY OF THE MNC, in Michael A. Hitt and Joseph L.C. Cheng (ed.) "Theories of the Multinational Enterprise: Diversity, Complexity and Relevance" (Advances in International Management, Volume 16), Emerald Group Publishing Limited, pp.3-30|
|DOI:||10.1016/S0747-7929(04)16001-0 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Article type:||Chapter Item|
This introductory chapter presents a personal perspective on the challenges of building a managerial theory of the multinational corporation (MNC). By managerial theory, I mean a practice theory (Van de Ven & Johnson, in press); i.e. a theory that draws upon discipline-based knowledge to show how more general abstract conceptual analysis can be brought to bear on specific real-life managerial problems (Simon, 1996). Developing such a managerial theory is fraught with challenges and pitfalls. Such a theory has to provide a conceptual link between academic disciplines (traditional science or at least academic research) and practical knowledge (learning from action). Each follows very different theory building rules (Christensen et al., 2002; Cook & Brown, 1999;Van de Ven & Johnson, in press), and yet a managerial theory needs to incorporate both. It needs to be useful in the context of an evolving phenomenon: Today’s global companies neither carry the same activities nor draw their legitimacy or competitive advantage from the same sources as yesterday’s multinationals. A theory that attempts to bring theoretical disciplines to bear on practice also needs to be multidisciplinary and eclectic. Thus, there are three challenges addressed in this chapter.
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