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 language | English |
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Journal | Multinational Business Review |
Volume | 25 |
Issue number | 1 |
Pages (from-to) | 11-27 |
Number of pages | 17 |
ISSN | 1525-383X |
DOIs | |
Publication status | Published - 2017 |
Keywords
- Conflict
- HQ-subsidiary relations