Implementing global strategies: The role of procedural justice
While work in the field of global strategic management has largely focused on defining the content of effective global strategies and on prescribing winning strategic moves for multinationals, this research argues the importance of the process through which global strategies are generated, in partic...
Gespeichert in:
Veröffentlicht in: | Strategic management journal 1991, Vol.12 (S1), p.125-143 |
---|---|
Hauptverfasser: | , |
Format: | Artikel |
Sprache: | eng |
Schlagworte: | |
Online-Zugang: | Volltext |
Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
container_end_page | 143 |
---|---|
container_issue | S1 |
container_start_page | 125 |
container_title | Strategic management journal |
container_volume | 12 |
creator | Kim, W. Chan Mauborgne, Renée A. |
description | While work in the field of global strategic management has largely focused on defining the content of effective global strategies and on prescribing winning strategic moves for multinationals, this research argues the importance of the process through which global strategies are generated, in particular the perceived procedural justice of that process. Drawing on the theoretical heritage of justice-based research, this study first explored the meaning of procedural justice by an investigation of the specific criteria used by subsidiary top managers to define what they perceive to be a fair process in global strategy-making. Second, the importance of procedural justice was assessed by an examination of its effects on the higher-order attitudes of commitment, trust, and social harmony as well as on the lower-order attitude of outcome satisfaction in subsidiary top management. One of the central conclusions of the research is that the procedural justice of the global strategy generation process indeed affects commitment, trust, and social harmony as well as outcome satisfaction in subsidiary top management, and hence provides a potentially powerful but, as yet, unexplored avenue for mobilizing the multinational's global network of subsidiaries. |
doi_str_mv | 10.1002/smj.4250120910 |
format | Article |
fullrecord | <record><control><sourceid>jstor_proqu</sourceid><recordid>TN_cdi_proquest_journals_224965076</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><jstor_id>2486645</jstor_id><sourcerecordid>2486645</sourcerecordid><originalsourceid>FETCH-LOGICAL-c3750-7961592369c0fb445a1a4c39cc64666811a073ea6d295ddd806f9feb16d61e563</originalsourceid><addsrcrecordid>eNqFkDFPwzAQRi0EEqWwMjFE7Clnx77UDEhQ0dJSYKCI0XITpySkTbETQf89roKKmJh80vfe-fQRckqhRwHYhVsWPc4EUAaSwh7pUJBxCAxxn3SA8ij0gTgkR84VAH6UskOuxst1aZZmVeerRbAoq7kuA1dbXZtFbtxlMHszga1KE1RZsLZVYtLGeqRoXJ0n5pgcZLp05uTn7ZKX4e1scBdOn0bjwfU0TKJYQBhLpEKyCGUC2ZxzoanmSSSTBDki9inVEEdGY8qkSNO0D5jJzMwppkiNwKhLztu9_oSPxrhaFVVjV_5LxRiXKCDeQr0WSmzlnDWZWtt8qe1GUVDbipSvSP1W5AXZCp95aTb_0Or5YfLHPWvdwtWV3bmM9xG58HHYxrmrzdcu1vZdYew7Ua-PIzW6n7GbaTRUk-gbgRGBiQ</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>224965076</pqid></control><display><type>article</type><title>Implementing global strategies: The role of procedural justice</title><source>JSTOR Archive Collection A-Z Listing</source><creator>Kim, W. Chan ; Mauborgne, Renée A.</creator><creatorcontrib>Kim, W. Chan ; Mauborgne, Renée A.</creatorcontrib><description>While work in the field of global strategic management has largely focused on defining the content of effective global strategies and on prescribing winning strategic moves for multinationals, this research argues the importance of the process through which global strategies are generated, in particular the perceived procedural justice of that process. Drawing on the theoretical heritage of justice-based research, this study first explored the meaning of procedural justice by an investigation of the specific criteria used by subsidiary top managers to define what they perceive to be a fair process in global strategy-making. Second, the importance of procedural justice was assessed by an examination of its effects on the higher-order attitudes of commitment, trust, and social harmony as well as on the lower-order attitude of outcome satisfaction in subsidiary top management. One of the central conclusions of the research is that the procedural justice of the global strategy generation process indeed affects commitment, trust, and social harmony as well as outcome satisfaction in subsidiary top management, and hence provides a potentially powerful but, as yet, unexplored avenue for mobilizing the multinational's global network of subsidiaries.</description><identifier>ISSN: 0143-2095</identifier><identifier>EISSN: 1097-0266</identifier><identifier>DOI: 10.1002/smj.4250120910</identifier><identifier>CODEN: SMAJD8</identifier><language>eng</language><publisher>Chichester: John Wiley & Sons, Ltd</publisher><subject>Corporate strategies ; Fairness ; Global strategy ; Globalization ; Implementations ; Management decisions ; Office management ; Principal place of business ; Procedural justice ; Psychological attitudes ; Questionnaires ; Regression analysis ; Roles ; Social psychology ; Strategic management ; Strategic planning ; Strategy implementation ; Subsidiary companies ; Theory</subject><ispartof>Strategic management journal, 1991, Vol.12 (S1), p.125-143</ispartof><rights>Copyright 1991 John Wiley and Sons Limited</rights><rights>Copyright © 1991 John Wiley & Sons, Ltd.</rights><rights>Copyright Wiley Periodicals Inc. Summer 1991</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c3750-7961592369c0fb445a1a4c39cc64666811a073ea6d295ddd806f9feb16d61e563</citedby><cites>FETCH-LOGICAL-c3750-7961592369c0fb445a1a4c39cc64666811a073ea6d295ddd806f9feb16d61e563</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://www.jstor.org/stable/pdf/2486645$$EPDF$$P50$$Gjstor$$H</linktopdf><linktohtml>$$Uhttps://www.jstor.org/stable/2486645$$EHTML$$P50$$Gjstor$$H</linktohtml><link.rule.ids>314,780,784,803,27924,27925,58017,58250</link.rule.ids></links><search><creatorcontrib>Kim, W. Chan</creatorcontrib><creatorcontrib>Mauborgne, Renée A.</creatorcontrib><title>Implementing global strategies: The role of procedural justice</title><title>Strategic management journal</title><addtitle>Strat. Mgmt. J</addtitle><description>While work in the field of global strategic management has largely focused on defining the content of effective global strategies and on prescribing winning strategic moves for multinationals, this research argues the importance of the process through which global strategies are generated, in particular the perceived procedural justice of that process. Drawing on the theoretical heritage of justice-based research, this study first explored the meaning of procedural justice by an investigation of the specific criteria used by subsidiary top managers to define what they perceive to be a fair process in global strategy-making. Second, the importance of procedural justice was assessed by an examination of its effects on the higher-order attitudes of commitment, trust, and social harmony as well as on the lower-order attitude of outcome satisfaction in subsidiary top management. One of the central conclusions of the research is that the procedural justice of the global strategy generation process indeed affects commitment, trust, and social harmony as well as outcome satisfaction in subsidiary top management, and hence provides a potentially powerful but, as yet, unexplored avenue for mobilizing the multinational's global network of subsidiaries.</description><subject>Corporate strategies</subject><subject>Fairness</subject><subject>Global strategy</subject><subject>Globalization</subject><subject>Implementations</subject><subject>Management decisions</subject><subject>Office management</subject><subject>Principal place of business</subject><subject>Procedural justice</subject><subject>Psychological attitudes</subject><subject>Questionnaires</subject><subject>Regression analysis</subject><subject>Roles</subject><subject>Social psychology</subject><subject>Strategic management</subject><subject>Strategic planning</subject><subject>Strategy implementation</subject><subject>Subsidiary companies</subject><subject>Theory</subject><issn>0143-2095</issn><issn>1097-0266</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>1991</creationdate><recordtype>article</recordtype><sourceid>ABUWG</sourceid><sourceid>AFKRA</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><recordid>eNqFkDFPwzAQRi0EEqWwMjFE7Clnx77UDEhQ0dJSYKCI0XITpySkTbETQf89roKKmJh80vfe-fQRckqhRwHYhVsWPc4EUAaSwh7pUJBxCAxxn3SA8ij0gTgkR84VAH6UskOuxst1aZZmVeerRbAoq7kuA1dbXZtFbtxlMHszga1KE1RZsLZVYtLGeqRoXJ0n5pgcZLp05uTn7ZKX4e1scBdOn0bjwfU0TKJYQBhLpEKyCGUC2ZxzoanmSSSTBDki9inVEEdGY8qkSNO0D5jJzMwppkiNwKhLztu9_oSPxrhaFVVjV_5LxRiXKCDeQr0WSmzlnDWZWtt8qe1GUVDbipSvSP1W5AXZCp95aTb_0Or5YfLHPWvdwtWV3bmM9xG58HHYxrmrzdcu1vZdYew7Ua-PIzW6n7GbaTRUk-gbgRGBiQ</recordid><startdate>1991</startdate><enddate>1991</enddate><creator>Kim, W. Chan</creator><creator>Mauborgne, Renée A.</creator><general>John Wiley & Sons, Ltd</general><general>John Wiley and Sons</general><general>Wiley Periodicals Inc</general><scope>BSCLL</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>3V.</scope><scope>7WY</scope><scope>7WZ</scope><scope>7X5</scope><scope>7XB</scope><scope>87Z</scope><scope>88C</scope><scope>88K</scope><scope>8A3</scope><scope>8BJ</scope><scope>8FI</scope><scope>8FJ</scope><scope>8FK</scope><scope>8FL</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FQK</scope><scope>FRNLG</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GHDGH</scope><scope>JBE</scope><scope>K60</scope><scope>K6~</scope><scope>L.-</scope><scope>M0C</scope><scope>M0T</scope><scope>M2T</scope><scope>PQBIZ</scope><scope>PQBZA</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>Q9U</scope></search><sort><creationdate>1991</creationdate><title>Implementing global strategies: The role of procedural justice</title><author>Kim, W. Chan ; Mauborgne, Renée A.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c3750-7961592369c0fb445a1a4c39cc64666811a073ea6d295ddd806f9feb16d61e563</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>1991</creationdate><topic>Corporate strategies</topic><topic>Fairness</topic><topic>Global strategy</topic><topic>Globalization</topic><topic>Implementations</topic><topic>Management decisions</topic><topic>Office management</topic><topic>Principal place of business</topic><topic>Procedural justice</topic><topic>Psychological attitudes</topic><topic>Questionnaires</topic><topic>Regression analysis</topic><topic>Roles</topic><topic>Social psychology</topic><topic>Strategic management</topic><topic>Strategic planning</topic><topic>Strategy implementation</topic><topic>Subsidiary companies</topic><topic>Theory</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Kim, W. Chan</creatorcontrib><creatorcontrib>Mauborgne, Renée A.</creatorcontrib><collection>Istex</collection><collection>CrossRef</collection><collection>ProQuest Central (Corporate)</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>Entrepreneurship Database</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ABI/INFORM Global (Alumni Edition)</collection><collection>Healthcare Administration Database (Alumni)</collection><collection>Telecommunications (Alumni Edition)</collection><collection>Entrepreneurship Database (Alumni Edition)</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>Hospital Premium Collection</collection><collection>Hospital Premium Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni) (purchase pre-March 2016)</collection><collection>ABI/INFORM Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central Korea</collection><collection>International Bibliography of the Social Sciences</collection><collection>Business Premium Collection (Alumni)</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>Health Research Premium Collection (Alumni)</collection><collection>International Bibliography of the Social Sciences</collection><collection>ProQuest Business Collection (Alumni Edition)</collection><collection>ProQuest Business Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Global</collection><collection>Healthcare Administration Database</collection><collection>Telecommunications Database</collection><collection>One Business (ProQuest)</collection><collection>ProQuest One Business (Alumni)</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest Central Basic</collection><jtitle>Strategic management journal</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Kim, W. Chan</au><au>Mauborgne, Renée A.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Implementing global strategies: The role of procedural justice</atitle><jtitle>Strategic management journal</jtitle><addtitle>Strat. Mgmt. J</addtitle><date>1991</date><risdate>1991</risdate><volume>12</volume><issue>S1</issue><spage>125</spage><epage>143</epage><pages>125-143</pages><issn>0143-2095</issn><eissn>1097-0266</eissn><coden>SMAJD8</coden><abstract>While work in the field of global strategic management has largely focused on defining the content of effective global strategies and on prescribing winning strategic moves for multinationals, this research argues the importance of the process through which global strategies are generated, in particular the perceived procedural justice of that process. Drawing on the theoretical heritage of justice-based research, this study first explored the meaning of procedural justice by an investigation of the specific criteria used by subsidiary top managers to define what they perceive to be a fair process in global strategy-making. Second, the importance of procedural justice was assessed by an examination of its effects on the higher-order attitudes of commitment, trust, and social harmony as well as on the lower-order attitude of outcome satisfaction in subsidiary top management. One of the central conclusions of the research is that the procedural justice of the global strategy generation process indeed affects commitment, trust, and social harmony as well as outcome satisfaction in subsidiary top management, and hence provides a potentially powerful but, as yet, unexplored avenue for mobilizing the multinational's global network of subsidiaries.</abstract><cop>Chichester</cop><pub>John Wiley & Sons, Ltd</pub><doi>10.1002/smj.4250120910</doi><tpages>19</tpages></addata></record> |
fulltext | fulltext |
identifier | ISSN: 0143-2095 |
ispartof | Strategic management journal, 1991, Vol.12 (S1), p.125-143 |
issn | 0143-2095 1097-0266 |
language | eng |
recordid | cdi_proquest_journals_224965076 |
source | JSTOR Archive Collection A-Z Listing |
subjects | Corporate strategies Fairness Global strategy Globalization Implementations Management decisions Office management Principal place of business Procedural justice Psychological attitudes Questionnaires Regression analysis Roles Social psychology Strategic management Strategic planning Strategy implementation Subsidiary companies Theory |
title | Implementing global strategies: The role of procedural justice |
url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2024-12-24T22%3A45%3A04IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-jstor_proqu&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Implementing%20global%20strategies:%20The%20role%20of%20procedural%20justice&rft.jtitle=Strategic%20management%20journal&rft.au=Kim,%20W.%20Chan&rft.date=1991&rft.volume=12&rft.issue=S1&rft.spage=125&rft.epage=143&rft.pages=125-143&rft.issn=0143-2095&rft.eissn=1097-0266&rft.coden=SMAJD8&rft_id=info:doi/10.1002/smj.4250120910&rft_dat=%3Cjstor_proqu%3E2486645%3C/jstor_proqu%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=224965076&rft_id=info:pmid/&rft_jstor_id=2486645&rfr_iscdi=true |