Low-intensity conflict in multinational corporations

Jakob Lauring*, Poul Houman Andersen, Marianne Storgaard, Hanne Kragh

*Corresponding author for this work

Research output: Contribution to journalJournal articleResearchpeer-review

12 Citations (Scopus)
159 Downloads (Pure)

Abstract

Purpose: This paper aims to identify antecedents for, and consequences of, low-intensity inter-unit conflict in multinational corporations (MNCs). Inter-unit conflict in MNCs is an important and well-researched theme. However, while most studies have focused on open conflict acknowledged by both parties, much less research has dealt with low-intensity conflicts. Still, low-intensity conflicts can be highly damaging – not least because they are rarely resolved. Design/methodology/approach: The authors used a qualitative approach to understanding low-intensity conflict relying on 170 interviews in four Danish MNCs. Findings: They describe consequences of low-intensity conflict and identify three types of actions by headquarters’ representatives that could lead to the development of low-intensity conflicts, namely, ignoring, bypassing and educating. Originality/value: Very few studies have dealt with low-intensity conflict – not least in international business research. The authors argue that the study of low-intensity conflict in MNCs can provide relevant, novel knowledge of MNC functioning.

Original languageEnglish
JournalMultinational Business Review
Volume25
Issue number1
Pages (from-to)11-27
Number of pages17
ISSN1525-383X
DOIs
Publication statusPublished - 2017

Keywords

  • Conflict
  • HQ-subsidiary relations

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