scispace - formally typeset
Search or ask a question
Author

Markus Pudelko

Other affiliations: University of Edinburgh
Bio: Markus Pudelko is an academic researcher from University of Tübingen. The author has contributed to research in topics: Multinational corporation & Subsidiary. The author has an hindex of 23, co-authored 72 publications receiving 2519 citations. Previous affiliations of Markus Pudelko include University of Edinburgh.


Papers
More filters
01 Jan 2007
TL;DR: In this article, the authors used a large-scale sample of multinationals headquartered in the United States, Japan, and Germany to test the extent to which HRM practices in subsidiaries are characterized by country-of-origin, localization and dominance effects.
Abstract: This article contributes to two recurring and very central debates in the international management literature: the convergence vs. divergence debate and the standardization vs. localization debate. Using a large-scale sample of multinationals headquartered in the United States, Japan, and Germany, as well as subsidiaries of multinationals from these three countries in the two other respective countries, we test the extent to which HRM practices in subsidiaries are characterized by country-of-origin, localization, and dominance effects. Our results show that overall the dominance effect is most important (i.e., subsidiary practices appear to converge to the dominant U.S. practices). Hence, our results lead to the rather surprising conclusion for what might be considered to be the most localized of functions—HRM—that convergence to a worldwide best practices model is clearly present. The lack of country-of-origin effects for Japanese and German multinationals leads us to a conclusion that is of significant theoretical as well as practical relevance. Multinationals might limit the export of country-of-origin practices to their core competences and converge to best practices in other areas. © 2007 Wiley Periodicals, Inc.

314 citations

Journal ArticleDOI
TL;DR: In this article, the authors used a large-scale sample of multinationals headquartered in the United States, Japan, and Germany to test the extent to which HRM practices in subsidiaries are characterized by country-of-origin, localization and dominance effects.
Abstract: This article contributes to two recurring and very central debates in the international management literature: the convergence vs. divergence debate and the standardization vs. localization debate. Using a large-scale sample of multinationals headquartered in the United States, Japan, and Germany, as well as subsidiaries of multinationals from these three countries in the two other respective countries, we test the extent to which HRM practices in subsidiaries are characterized by country-of-origin, localization, and dominance effects. Our results show that overall the dominance effect is most important (i.e., subsidiary practices appear to converge to the dominant U.S. practices). Hence, our results lead to the rather surprising conclusion for what might be considered to be the most localized of functions—HRM—that convergence to a worldwide best practices model is clearly present. The lack of country-of-origin effects for Japanese and German multinationals leads us to a conclusion that is of significant theoretical as well as practical relevance. Multinationals might limit the export of country-of-origin practices to their core competences and converge to best practices in other areas. © 2007 Wiley Periodicals, Inc.

291 citations

Journal ArticleDOI
TL;DR: In this article, the authors systematically investigated how language barriers influence trust formation in multinational teams (MNTs) and showed how MNT members' cognitive and emotional reactions to language barriers influenced their perceived trustworthiness and intention to trust, which in turn affect trust formation.
Abstract: This study systematically investigates how language barriers influence trust formation in multinational teams (MNTs). On the basis of 90 interviews with team members, team leaders and senior managers in 15 MNTs in 3 German automotive corporations, the authors show how MNT members’ cognitive and emotional reactions to language barriers influence their perceived trustworthiness and intention to trust, which in turn affect trust formation. The authors contribute to diversity research by distinguishing the exclusively negative language effects from the more ambivalent effects of other diversity dimensions. Their findings also illustrate how surface-level language diversity may create perceptions of deep-level diversity. Furthermore, their study advances MNT research by revealing the specific influences of language barriers on team trust, an important mediator between team inputs and performance outcomes. It thereby encourages the examination of other team processes through a language lens. Finally, their study suggests that multilingual settings necessitate a reexamination and modification of the seminal trust theories by Mayer, Davis and Schoorman, and by McAllister. In terms of practical implications, the authors outline how MNT leaders can manage their subordinates’ problematic reactions to language barriers, and how MNT members can enhance their perceived trustworthiness in multilingual settings.

253 citations

Journal ArticleDOI
TL;DR: This article provided the first large-scale quantitative overview of language competencies, policies and practices in MNCs based on data from more than 800 subsidiaries, located in thirteen different countries with headquarters in more than 25 different countries, which were aggregated into four distinct home country clusters.

177 citations

Journal ArticleDOI
TL;DR: In this paper, the authors investigated the relationship between different categories of international assignees and knowledge transfer in multinational corporations and found that expatriate presence in different functional areas is related to knowledge transfer from and to headquarters in these functions.
Abstract: Drawing on the knowledge-based view of the firm, this paper provides the first empirical study that explicitly investigates the relationship between different categories of international assignees and knowledge transfer in multinational corporations (MNCs). Specifically, we examine (1) the extent to which expatriate presence in different functional areas is related to knowledge transfer from and to headquarters in these functions; and (2) the extent to which different categories of international assignees (expatriates vs. inpatriates) contribute to knowledge transfer from and to headquarters. We base our investigation on a large scale survey, encompassing data from more than 800 subsidiaries of MNCs in thirteen countries. By disaggregating the role of knowledge transfer across management functions, directions of knowledge transfer, and type of international assignees, we find that (1) expatriate presence generally increases function-specific knowledge transfer from and, to a lesser extent, to headquarters; and that (2) the relevance of expatriates and former inpatriates varies for knowledge flows between headquarters and subsidiaries. Additionally, we discuss implications for research and practice, in particular regarding different management functions and different forms of international assignments, and provide suggestions for future research.

155 citations


Cited by
More filters
Book
01 Jan 1995
TL;DR: In this article, Nonaka and Takeuchi argue that Japanese firms are successful precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies, and they reveal how Japanese companies translate tacit to explicit knowledge.
Abstract: How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

7,448 citations

Journal Article

741 citations

Posted Content
TL;DR: In this paper, a Stata-specific treatment of generalized linear mixed models, also known as multilevel or hierarchical models, is presented, which allow fixed and random effects and are appropriate not only for continuous Gaussian responses but also for binary, count, and other types of limited dependent variables.
Abstract: This text is a Stata-specific treatment of generalized linear mixed models, also known as multilevel or hierarchical models. These models are "mixed" in the sense that they allow fixed and random effects and are "generalized" in the sense that they are appropriate not only for continuous Gaussian responses but also for binary, count, and other types of limited dependent variables.

474 citations

01 Jan 2016
TL;DR: For example, the authors found that people search numerous times for their chosen books like this culture leadership and organizations the globe study of 62 societies, but end up in infectious downloads, instead of reading a good book with a cup of tea in the afternoon, instead they juggled with some infectious virus inside their desktop computer.
Abstract: Thank you for reading culture leadership and organizations the globe study of 62 societies. Maybe you have knowledge that, people have search numerous times for their chosen books like this culture leadership and organizations the globe study of 62 societies, but end up in infectious downloads. Rather than reading a good book with a cup of tea in the afternoon, instead they juggled with some infectious virus inside their desktop computer.

459 citations