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Stereotype-Based Managerial Identity Work in Multinational Corporations

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dc.contributor Aalto-yliopisto fi
dc.contributor Aalto University en
dc.contributor.author Koveshnikov, Alexei
dc.contributor.author Vaara, Eero
dc.contributor.author Ehrnrooth, Mats
dc.date.accessioned 2018-12-10T10:27:08Z
dc.date.available 2018-12-10T10:27:08Z
dc.date.issued 2016-09-01
dc.identifier.citation Koveshnikov , A , Vaara , E & Ehrnrooth , M 2016 , ' Stereotype-Based Managerial Identity Work in Multinational Corporations ' , Organization Studies , vol. 37 , no. 9 , pp. 1353-1379 . https://doi.org/10.1177/0170840616634129 en
dc.identifier.issn 0170-8406
dc.identifier.issn 1741-3044
dc.identifier.other PURE UUID: b098b04b-9f0c-40de-a68c-757c066d2b7c
dc.identifier.other PURE ITEMURL: https://research.aalto.fi/en/publications/stereotypebased-managerial-identity-work-in-multinational-corporations(b098b04b-9f0c-40de-a68c-757c066d2b7c).html
dc.identifier.other PURE LINK: http://www.scopus.com/inward/record.url?scp=84983350450&partnerID=8YFLogxK
dc.identifier.other PURE FILEURL: https://research.aalto.fi/files/30260905/0170840616634129.pdf
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/35215
dc.description.abstract The paper advances our understanding of managerial identity work in the context of HQ–subsidiary relations. We argue that a key part of this identity work is related to cultural stereotypes. On the basis of an analysis of two Finland-based MNCs operating in Russia, the paper elucidates three forms of stereotype-based identity work with enabling or constraining power implications. The first form, stereotypical talk, refers to identity work whereby managers enact their stereotypical conceptions of ‘the other’ to bolster their self-image and ‘inferiorize’ ‘the other’. The second form, reactive talk, is identity work that emerges as a reaction to stereotypical talk whereby managers aim at renegotiating the proposed social arrangement for their own benefit. Finally, the third form, self-reflexive talk, refers to identity work whereby managers attempt to go beyond the social arrangement produced through stereotypical and reactive talk by distancing themselves in a self-reflexive manner from essentialist cultural conceptions. Overall, the paper offers an initial attempt to elucidate how stereotype-based identity work is used to justify or resist existing power structures and power asymmetries in HQ–subsidiary relations within the MNC. en
dc.format.extent 27
dc.format.extent 1353-1379
dc.format.mimetype application/pdf
dc.language.iso en en
dc.relation.ispartofseries Organization Studies en
dc.relation.ispartofseries Volume 37, issue 9 en
dc.rights openAccess en
dc.subject.other Strategy and Management en
dc.subject.other Organizational Behavior and Human Resource Management en
dc.subject.other Management of Technology and Innovation en
dc.subject.other 512 Business and management en
dc.title Stereotype-Based Managerial Identity Work in Multinational Corporations en
dc.type A1 Alkuperäisartikkeli tieteellisessä aikakauslehdessä fi
dc.description.version Peer reviewed en
dc.contributor.department Department of Management Studies
dc.contributor.department Hanken School of Economics
dc.subject.keyword corporations
dc.subject.keyword culture
dc.subject.keyword domination
dc.subject.keyword identity work
dc.subject.keyword multinationals
dc.subject.keyword power
dc.subject.keyword resistance
dc.subject.keyword stereotypes
dc.subject.keyword Strategy and Management
dc.subject.keyword Organizational Behavior and Human Resource Management
dc.subject.keyword Management of Technology and Innovation
dc.subject.keyword 512 Business and management
dc.identifier.urn URN:NBN:fi:aalto-201812106230
dc.identifier.doi 10.1177/0170840616634129
dc.type.version publishedVersion

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