Organizational Culture and Commitment Transmission in Multinationals

Formation of company citizenship leads to success for the multinational companies by creating psychological alignments of the employee. This, therefore, should be considered as the international strategy of a multinational firm to create unique resources for competitive success. Successful multinational firms develop a common pattern of business performance by creating company citizenships, which include a primary focus on such values as organizational innovation, and a goal orientation. These values ultimately create commitment of the employees.
This book proposes that there are some specific espoused values in every important multinational company, which form their organizational cultures and create values, which in turn may create enhanced performance of the organization. We can call this interrelationship between culture and performance as the company citizenship. This company citizenship can be transmitted from one part of the globe to another through the transmission of its corporate management and operations management system as a strategy of a multinational company.

Victoria Miroshnik received her PhD from Glasgow University and MSc in Psychology from Moscow State University. She was Associate Professor in Ritsumeikan University, Japan and in the American University, Dubai. She has extensive publications of books and articles in the area of international business, organizational behaviour and business psychology.

Preface
List Of Tables
List Of Figures
List Of Abbreviations
1. Organizational Culture and Company Citizenship
2. Organizational Culture as Resource
3. Multinational Company and its Subsidiaries
4. Methodology
5. Models and Measurement
6. Organizational Culture and Organizational Commitment in the Parent Unit in Japan
7. Analysis of the Organizational Culture and Organizational Commitment in the Thai Subsidiary
8. Analysis of Organizational Culture and Organizational Commitment in the Indian Subsidiary
9. Multilevel Research Model. Hqs, Japan, Thai and Indian Subsidiaries
10. Discussion
11. Conclusion
Appendices
References