A
Alfred M. Jaeger
Researcher at McGill University
Publications - 20
Citations - 1942
Alfred M. Jaeger is an academic researcher from McGill University. The author has contributed to research in topics: Emerging markets & Organization development. The author has an hindex of 15, co-authored 20 publications receiving 1872 citations. Previous affiliations of Alfred M. Jaeger include University of Windsor & Stanford University.
Papers
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Journal ArticleDOI
Multinational Corporations: Control Systems and Delegation Issues
B. R. Baliga,Alfred M. Jaeger +1 more
TL;DR: In this paper, a conceptual model is developed to assist multinational corporation managers in selecting appropriate control systems and determining the extent of delegation to be provided to subsidiary managers, and the authors suggest directions for future research.
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Type Z Organization: Stability in the Midst of Mobility
TL;DR: A hybrid organizational "ideal type" (Type Z), which is particularly appropriate for many situations in today's changing American society, is presented in this article, where aspects of the ideal types of American and Japanese forms of organization are compared and related to their socio-cultural roots.
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Organization Development and National Culture: Where's the Fit?
TL;DR: In this paper, the underlying values of OD are compared to those that predominate in 40 countries, and specific OD interventions are then examined separately to determine their fit with the values of these countries.
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The Transfer of Organizational Culture Overseas: An Approach to Control in the Multinational Corporation
TL;DR: In this paper, the authors describe an alternative organizational ideal type that relies on an organizational culture for control, where behavior is specified by the organizational culture, and performance is maintained via mechanisms of social pressure.
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Control systems and strategic adaptation: Lessons from the Japanese experience
Alfred M. Jaeger,B. R. Baliga +1 more
TL;DR: A model of cultural control is developed and contrasted with the more familiar bureaucratic control model, used to explain processes of strategic adaptation as observed in Japanese cultural control and American bureaucratic control firms.