Constructing Global Firms? National, Transnational and Neocolonial Effects in International Management Consultancies
基于对四家大型国际管理咨询公司的实证研究，分析了管理层构建“全球”组织的努力如何因客户项目人员配置的办公室间冲突而受阻，并提出了多维制度主义视角来理解这些约束。
Drawing on an empirical study of four major international management consultancies, this article examines managerial efforts to construct ‘global’ organizations. We show how these efforts are undermined by inter-office conflicts over the staffing of client projects. We argue that such constraints cannot be adequately understood as an outcome of inappropriate organizational structures and incentives since this explanation ignores the important role of institutional contexts. In this vein, we outline and develop four different institutionalist lenses and apply them to the empirical findings. In so doing, we reveal the need to adopt a multi-dimensional institutionalist approach to the study of ‘global’ firms, one that can account for not only national effects but also transnational and neocolonial influences on these organizations.