Organising R&D in Globalised Context: Convergence or Divergence? The Relative Influence of Dutch and Foreign Cultures on the Organisational Structure of R&D in Multinational Corporations

Anneke Offereins; Ben Fruytier

doi:10.5771/0935-9915-2006-4-466

Contents
- Chapter Expand | CollapseAuthorsPage
- 367–371 Titelei/Inhaltsverzeichnis 367–371
- 372–394 Job Stability, Mobility and Labour Market Restructuring. Evidence from German Microdata Marcel Erlinghagen Marcel Erlinghagen 372–394
- 395–419 “A snake’s coils are even more intricate than a mole’s burrow.” Individualization and Subjectification in Post-disciplinary Regimes of Work Richard Weiskopf, Bernadette Loacker Richard Weiskopf, Bernadette Loacker 395–419
- 420–447 Dialectical Conditions. Leadership Structures as Productive Action Generators Albert Martin Albert Martin 420–447
- 448–465 Human Value Management. The Influence of the Contemporary Develop- ments of Corporate Social Responsibility and Social Capital on HRM Michiel Schoemaker, André Nijhof, Jan Jonker Michiel Schoemaker, André Nijhof, Jan Jonker 448–465
- 466–483 Organising R&D in Globalised Context: Convergence or Divergence? The Relative Influence of Dutch and Foreign Cultures on the Organisational Structure of R&D in Multinational Corporations Anneke Offereins, Ben Fruytier Anneke Offereins, Ben Fruytier 466–483
- 484–499 Experience of the Employment Relationship after a Merger Bennie Linde, René Schalk Bennie Linde, René Schalk 484–499
- 500–503 New Books 500–503
- 504–506 Contents of mrev, volume 17, issues 1-4 504–506
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mrev management revue , page 466 - 483

Organising R&D in Globalised Context: Convergence or Divergence? The Relative Influence of Dutch and Foreign Cultures on the Organisational Structure of R&D in Multinational Corporations

Autoren

Anneke Offereins Ben Fruytier

DOI
- doi.org/10.5771/0935-9915-2006-4-466
- ISSN: 0935-9915
- ISSN online: 1861-9908
Abstract

This paper examines national culture as an explanatory variable in the convergence versus divergence debate of R&D organisational structures. It explores the effects of globalisation on the way in which R&D processes are structured at group level. It is argued that culture may have a decisive effect on R&D group-structure. On the one hand the results of the study observe a converging trend towards a universal organisational structure under influence of a predominantly Anglo-Saxon-based culture. On the other hand, there is a persistence of differences owing to the dominance of the domestic culture on the one side and the increasing multicultural composition of the R&D staff at the laboratories on the other side, which points to divergence. The research was conducted at eight of the ten most innovative MNCs in the Netherlands. It builds on scientific studies regarding organisational design in R&D (Chiesa 1996, 2001; Donaldson 2001; De Sitter 1998; Tidd et al. 2001) and includes the conceptual frameworks by Hofstede for analysing cultural diversity, complemented by contributions to the convergence-divergence debate (Ferner 1997; Harzing/Sorge 2003).
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