Low-intensity conflict in multinational corporations. Issue 1 (18th April 2017)

• Record Type: Journal Article
• Authors: Lauring, Jakob; Andersen, Poul Houman; Storgaard, Marianne; Kragh, Hanne
• Is Part Of: Multinational business review. Volume 25:Issue 1(2017)
• Page Start: 11
• Page End: 27
• Publication Date: 2017-04-18
• Subjects: Conflict -- HQ-subsidiary relations; International business enterprises -- Periodicals; International business enterprises -- Accounting -- Periodicals; International business enterprises -- Management -- Periodicals; Comparative accounting -- Periodicals; Comparative management -- Periodicals; 338.88
• DOI: 10.1108/MBR-04-2015-0013
• Languages: English
• ISSNs: 1525-383X

Abstract

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.