Marianne Storgaard

Low-intensity conflict in multinational corporations

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.

The most public secret: Concealing and silencing ethnocentrism in the MNC

Abstract In this paper, we focus on ethnocentrism as a practice that persists among top managers at MNC headquarters and steers their efforts in orchestrating the global network of subsidiaries. While the extant literature has viewed ethnocentrism as a detrimental attitude that top management seek to remedy, we offer a different reading. On the basis of our fieldwork in Danish MNCs, we argue that top management may deliberately cling to ethnocentrism. At the same time, however, they silence ethnocentrism and conceal it from view. In turn, people in subsidiaries engage in self-silencing. We argue that this sustained yet concealed and silenced ethnocentrism has important implications for orchestration of the global MNC network.