Rights statement: The final, definitive version of this article has been published in the Journal, Organization Studies, 37 (9), 2016, © SAGE Publications Ltd, 2016 by SAGE Publications Ltd at the Organization Studies page: http://oss.sagepub.com/ on SAGE Journals Online: http://online.sagepub.com/
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Final published version
Licence: CC BY-NC: Creative Commons Attribution-NonCommercial 4.0 International License
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
TY - JOUR
T1 - Stereotype-based identity work in multinational corporations
AU - Koveshnikov, Alexei
AU - Vaara, Eero
AU - Ehrnrooth, Mats
N1 - The final, definitive version of this article has been published in the Journal, Organization Studies, 37 (9), 2016, © SAGE Publications Ltd, 2016 by SAGE Publications Ltd at the Organization Studies page: http://oss.sagepub.com/ on SAGE Journals Online: http://online.sagepub.com/
PY - 2016/9
Y1 - 2016/9
N2 - 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.
AB - 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.
KW - corporations
KW - culture
KW - domination
KW - identity work
KW - stereotypes
KW - multinationals
KW - power
KW - resistance
U2 - 10.1177/0170840616634129
DO - 10.1177/0170840616634129
M3 - Journal article
VL - 37
SP - 1353
EP - 1379
JO - Organization Studies
JF - Organization Studies
SN - 0170-8406
IS - 9
ER -