Professor Mike Geppert
Professor of Comparative International Management and Organisation Studies
Qualifications: MA, PhD (Humboldt, Berlin)
Phone: Work: 01483 68 3100
Room no: 10 MS 02
Please e-mail me to make an appointment, if possible.
Mike joined the Surrey Business School at the University of Surrey in autumn 2006. He studied sociology, did his PhD in Organisation Theory and worked as a Lecturer in Organisational Sociology at Humboldt University in Berlin. Before joining the University of Surrey, Mike was a Lecturer in Organisational Behaviour at the University of Wales in Swansea and a Reader in International Management Studies at Queen Mary University in London.
Mike also held a number of visiting positions, including Copenhagen Business School, Social Science Research Centre Berlin, Rotterdam School of Management, Judge Institute of Management Studies at Cambridge, Faculty of Business, Economics and Management Information Systems of the University of Regensburg, and the Sociology Departments at Moscow State University, Friedrich Schiller University Jena, Wake Forest University and Stanford University.
Mike’s general research interests are in the areas of international management and organization theory. He is especially interested in socio-political issues in and around multinational companies, cross-national comparisons of management and organisations, and transnational institution building. His work has been published in leading journals in the areas of international business and management, business management, organization studies, industrial relations, and sociology, reflecting his multidisciplinary research interests and commitment to interdisciplinary work. Mike is also the author and co-author of a number of books. The paperback version of his most recent book on Politics and power within the multinational corporation, together with C. Dörrenbächer, has been published in 2012 with Cambridge University Press.
Mike has been re-elected as a member of the Board of the European Group of Organization Studies (EGOS) in 2012 and acts as the Treasurer since 2011. Mike also acts as coordinator of the EGOS Standing Working Group (SWG 11) on 'Multinational Corporations: Social Agency and Institutional Change', together with F. Becker-Ritterspach and S. Blazejewski.
- Organisation theory
- International management
- International comparison of management, organisations and employment relations
- Multinational corporations.
Current research project activities:
A) Mike was the principal investigator of an international comparative study on 'Work and employment relations of European multinational grocery retailers: discounters and hypermarkets'. The project has been funded from 2010-2013 and involved research partners based in Finland, Germany, Ireland, Poland Spain, Turkey and the UK. The final project report has been submitted to the funding body, the Hans Böckler Foundation in Germany, in September 2012.
B) Mike is part of an international research collaboration, which is coordinated by Jon Lervik at BI Oslo and funded by the Norwegian Research Council, from 2011-2014. His main research interests in this collaboration are the study of internationalization, business model changes and organisational sensemaking processes within a Norwegian shipyard, based in Alesund.
|Professional and external activities:|
|Membership in academic and other scholarly bodies|
Member of the Board of the European Group for Organization Studies (EGOS);
Fellow of the Royal Society of Arts (FRSA)
|Journal engagement||Book Review Editor of the Journal of International Management, from 2005|
Member of Editorial Board of BuR - Business Research (Open Access Journal), from 2008
Member of Editorial Board of the Journal for East European Management Studies, from 2003
Member of Advisory Board of Human Resource Development International, from 1998 to 2002
Editorship of special issues of academic journals
Pending Guest-editor (together with Florian Becker-Ritterspach and Ram Mudambi) of the Special Issue ‘New organizational perspectives on the study of politics and power in the multinational company’ in Organization Studies (forthcoming; deadline for final paper submission: 30th of November 2013)
Pending Guest-editor (together with Graham Hollinshead) of the Special Issue ‘Multinationals, social agency and institutional change: variation by sector' in Competition and Change (forthcoming; deadline for final paper submission: 31st of October 2013)
2006 Guest-editor (together with Dirk Matten and Peter Walgenbach) of the Special Issue ‘Transnational institution building and the multinational corporation’ in Human Relations, 59/11.
2006 Guest-editor (together with C. Dörrenbächer) of the Special Issue ‘Micro-politics and conflicts in multinational corporations’ in Journal of International Management, 12/3.
2002 Guest-editor (together with Ed Clark) of the Special Issue on ‘Management learning in post-socialist societies’ in Human Resource Development International, 5/3.
1999 Guest-editor (together with Kathleen Kantner) of the Special Issue ‘Innovation im stahlharten Gehäuse’ (Innovation in the iron cage) Berliner Debatte Initial, Issue 3.
Scholarship and academic awards
Reviewer of academic journals:
Academy of Management Review, Asian Business & Management, Critical Perspectives on International Business, Human Relations, Human Resource Development International, International Journal of Human Resource Management, Journal for East European Management Studies, Journal of International Management, Journal of Management Studies, Journal of Organizational Change Management, Journal of World Business, Management Decision, Management Learning, Management International Review, Management Revue, Organization Studies, Personnel Review and Socio-Economic Review
- 'Politics and power within multinational corporations: Mainstream studies, emerging critical approaches and suggestions for future research'. Wiley-Blackwell International Journal of Management Reviews, doi: 10.1111/ijmr.12018Full text is available at: http://epubs.surrey.ac.uk/787271/
Given the increased public interest in the use and misuse of power in multinationals in the aftermath of the financial crisis, it is notable that power relations in multinational corporations (MNCs) have not gained enhanced attention in the academic community. What is missing so far in the study of MNCs is a systematic examination of how power and politics within multinational corporations have been addressed in mainstream International Business (IB) and sociological research studying the MNC. Our paper starts off by critically reviewing these two mainstream approaches in the study of MNCs as organisations and seeking to understand the shortcomings of former research. Next, we review new emergent critical perspectives, which we call socio-political studies of MNCs, where power and politics are addressed not just more prominently but also differently, from a more bottom-up and actor-centred perspective. After reviewing this emergent stream of research, we propose that future studies should take a more micro-political perspective and focus in more detail on the micro-foundations of power relations. In our concluding section we show how future studies of MNCs can learn from both critical interactionist and discursive theories when analysing organisational politics and power relations. In our concluding section we propose a framework for the study of micro-level political game playing in MNCs, based on a three dimensional framework for organisational power (episodic, rules of the game and domination) and suggest some key research questions for future studies.
- 'The Dark Side of the Moon: Power and Politics in the Multinational Corporation'. The European Financial Review, (April-May), pp. 25-28. . (2013)
- 'Managerial Risk-taking in International Acquisitions in the Brewery Industry: Institutional and Ownership Influences Compared'. Wiley British Journal of Management, 24 (3), pp. 316-332. . (2013)
- 'Subsidiary integration as identity construction and institution building: a political sensemaking approach'. Wiley Blackwell Journal of Management Studies, 48 (2), pp. 395-416. . (2011)
- 'Different Forms of Agency and Institutional Influences within Multinational Enterprises'. Management International Review, 51 (5), pp. 1-26. . (2011)
- 'Subsidiary staffing and initiative-taking in multinational corporations: A socio-political perspective'. Personnel Review, 39 (5), pp. 600-621.Full text is available at: http://epubs.surrey.ac.uk/232490/
Purpose: This paper seeks to explore the personal motives of subsidiary CEOs in taking initiatives in multinational corporations. In essence, the paper proposes that subsidiary initiative-taking is strongly driven by the socio-political positioning of subsidiary CEOs, which consists of specific "social aspects" that account for the basic orientation that subsidiary CEOs maintain in initiative-taking, as well as "political aspects" that affect the ability of subsidiary CEOs to strategize and the ways they do it in the highly politicized processes of initiative-taking. Design/methodology/approach: The paper is based on four exploratory case studies undertaken in German subsidiaries in France. Applying a matched pair approach it compares two subsidiaries run by parent country nationals (PCNs) with two subsidiaries run by host country nationals (HCNs). Findings: The paper demonstrates that the nationality of the subsidiary CEO alone does not explain subsidiary CEOs initiative-taking behaviour. Other factors that make up the socio-political positioning of subsidiary CEOs, such as career aspiration, career orientation, access to resources and specific skills to form internal and local coalitions, as well as "external" coalitions with the headquarters, need to be considered as well. Research limitations/implications: Given the qualitative research design and exploratory nature of the study there are limits to how far the findings can be generalized and applied elsewhere. More in-depth research is needed to further develop the socio-political perspective put forward here, especially to more closely analyze the interplay of actors' (CEOs') socio-political positioning approaches within different contexts of subsidiary initiative-taking. Originality/value: The socio-political perspective proposed here goes beyond and extends existing IRHM approaches, which narrowly focus on the overarching impact of nationality as a predictor of differences in the behaviour of subsidiary CEOs. © Emerald Group Publishing Limited.
- 'Teaching critical management studies in business schools: does it really matter?'. Taylor & Francis Critical Policy Studies, 4 (4), pp. 425-427.Full text is available at: http://epubs.surrey.ac.uk/232492/
- 'Micro-political games in the multinational corporation: The case of mandate change'. Rainer Hampp Verlag Management Revue, 20 (4), pp. 373-391.Full text is available at: http://epubs.surrey.ac.uk/232491/
Micro-political conflicts associated with corporate internationalization have been neglected by and large in the literature so far. Despite early consideration by the behavioral theory of internationalization, the specific strength of a micro-political approach, i.e. combining actors’ idiosyncratic action with structural and institutional constraints, remained more or less unused in studies on corporate internationalization. Screening the relevant literature, discussing the strengths of micro-political approaches and proposing mandate changes in multinational corporations as an particularly interesting empirical field, the paper also outlines for some directions for further research into the micro-politics of multinational corporations.
- 'A micro-political perspective on subsidiary initiative-taking: Evidence from German-owned subsidiaries in France'. European Management Journal, 27 (2), pp. 100-112.Full text is available at: http://epubs.surrey.ac.uk/232483/
As classical micro-political studies have shown, management behavior is not only constrained or enabled by certain cultural, structural and institutional patterns, but is shaped by individual interests and actor rationales. Based on the assumption that actors are neither the organs of given structures nor acting fully autonomously, the paper highlights how key foreign subsidiary managers interpret and integrate individual, socio-political, organizational as well as some home and host country factors into distinct subsidiary initiatives, which they then try to accomplish in negotiations with the headquarters. Empirically the paper builds on three explorative case studies undertaken in German-owned subsidiaries in France, covering all main forms of subsidiary initiatives (local, global and MNC internal subsidiary initiatives). © 2008 Elsevier Ltd. All rights reserved.
- 'Micro-politics and conflicts in multinational corporations: Current debates, re-framing, and contributions of this special issue'. Elsevier Journal of International Management, 12 (3), pp. 251-265.Full text is available at: http://epubs.surrey.ac.uk/232482/
- 'Socio-political processes in international management in post-socialist contexts: Knowledge, learning and transnational institution building'. Elsevier Journal of International Management, 12 (3), pp. 340-357.Full text is available at: http://epubs.surrey.ac.uk/787904/
This paper contributes to the recent debates and emerging concepts in the international business literature by applying a social–institutionalist perspective that focuses on the processes of institutionbuilding in ventures between Western multinational corporations and post-socialist enterprises. It is argued that the knowledge and learningprocesses within these transnational sites are constitutive of the actual management and organizational practices that emerge in these social microcosms of transformation. In transition and other emerging economic contexts, international ventures are typically based on asymmetrical relationships, in which the balance of power is structurally weighted in favor of the MNC. Notwithstanding this dominance structure, constructing new practices within the transnational social space is a socio-politicalprocess involving power-holders such as senior managers representing the Western MNC and the local enterprise. The paper argues that the strategic orientations of these key power-holders are critical variables in explaining the diversity of concrete patterns of institution building on transnational sites.
- 'Institutional influences on manufacturing organization in multinational corporations: The 'Cherrypicking' approach'. SAGE PUBLICATIONS LTD ORGAN STUD, 27 (4), pp. 491-515.Full text is available at: http://epubs.surrey.ac.uk/232496/
Research on the multinational corporation (MNC) is increasingly concerned with the alleged evolution of companies towards a more standardized and rationalized global organization. Only recently, this field has been informed by alternative approaches which generate a more differentiated picture and consider the influence of divergent national institutional contexts on the multinational organization. This paper makes a contribution to this debate from a comparative institutionalist perspective by focusing on manufacturing organization within MNCs. It argues that organization structures and processes in MNCs are sector specific and influenced by national institutional features of the home and host countries. Drawing on data from a specific industrial sector, it identifies the crucial role of home country and host country embeddedness in the (re)organization of manufacturing tasks and work systems. The key question is how actors shape the interaction of these institutional pressures and, hence, manufacturing approaches, location choices and work system designs. Research in British and German subsidiaries of three MNCs suggests that, particularly at subsidiary level, MNCs apply a ‘cherrypicking’ strategy of selected use of work system elements, shaped by the host country business system. It is shown that manufacturing strategies of MNCs originating from highly coordinated business systems are highly context specific and difficult (if not impossible) to transfer elsewhere. Moreover, ‘cherrypicking’ strategies in subsidiaries embedded in such contexts turned out to be highly problematic, especially when managers attempt to combine them with group-wide standardizing work systems.
- 'The German model of employee relations on trial: Negotiated and unilaterally imposed change management'. Industrial Relations Journal, 37 (1), pp. 48-63. . (2006)
- 'Global, national and local practices in multinational corporations: Towards a socio-political framework'. Taylor and Francis International Journal of Human Resource Management, 17 (1), pp. 49-69.Full text is available at: http://epubs.surrey.ac.uk/232489/
This paper intends to shed some light on strategies and power resources of subsidiary managers and employee representatives involved in ‘charter changes’ and the implementation of ‘best practices’ developed elsewhere. Research shows that local managers face a dilemma in that they need both internal legitimacy (within the MNC itself) and external legitimacy (within the local context). It is argued that the power resources key actors draw on in the (internal) decision-making processes of ‘charter changes’ are intertwined with certain (external) national business system (NBS) characteristics, an aspect often neglected in North American research about MNCs. The authors identify three key influences, which restrain or empower local management and employees in their ability to make strategic choices and gain power within the MNC. They are (1) the overall strategic approach of the multinational group, (2) the strategic position and the economic performance of the subsidiary itself and (3) the degree of institutional embeddedness of the subsidiary in the host country. Comparative mini-case studies are used to illustrate the effect of local management and employee representatives' empowerment on their ability to retain skills and work practices supportive of a diversified quality production process in the face of MNC pressure to adopt global ‘best practices’ based on more standardized production processes.
- 'Transnational institution building and the multinational corporation: an emerging field of research'. Sage Human Relations, 59 (11), pp. 1451-1465.Full text is available at: http://epubs.surrey.ac.uk/232487/
- 'Competence development and learning in British and German subsidiaries of MNCs: Why and how national institutions still matter'. Personnel Review, 34 (2), pp. 155-157. . (2005)
- 'Die bedeutung institutionalistischer ansätze für das verständnis von organisations- und managementprozessen in multinationalen unternehmen [The relevance of institutionalist approaches for the analysis of organisation and management processes in MNCs]'. Springer Berliner Journal für Soziologie, 14 (3), pp. 379-39.doi: 10.1007/BF03204587Full text is available at: http://epubs.surrey.ac.uk/232488/
Es ist auffällig, dass sich die sozialwissenschaftlich orientierte Organisationsforschung nur sehr wenig und theoretisch recht einseitig mit Multinationalen Unternehmen (MNU) als Organisationen beschäftigt. Organisationstheoretische Erklärungsmodelle, die das Verhalten in und von Organisationen jenseits technischer und ökonomischer Unternehmensumwelten erklären, sind daher eher rar und erst seit kurzem in einschlägigen Forschungsarbeiten zu finden. Ziel dieses Beitrages ist, die jüngere und vorwiegend englischsprachige Diskussion über den Einfluss von Institutionen und unterschiedlichen lokalen Rationalitäten auf Organisations- und Managementprozesse in MNU aufzuarbeiten. Im Folgenden werden die Grundlagen, wesentlichen Ansätze, Kernaussagen und Konsequenzen des europäischen und amerikanischen Institutionalismus dargestellt. Insbesondere wird der Beitrag die Bedeutung, aber auch Grenzen dieser beiden Ansätze für die Analyse von Veränderungsprozessen in Multinationalen Unternehmen skizzieren und evaluieren. Im Vergleich zum noch dominanten „evolutionären Paradigma“ in der internationalen Managementforschung wird hier das alternative Erklärungspotenzial von sozialwissenschaftlichen Institutionentheorien herausgestellt und anhand von vier verschiedenen Aspekten diskutiert: dem Einfluss des Heimatlandes, der Macht und der Autonomie von Tochtergesellschaften sowie der Entstehung transnationaler sozialer Räume. This paper provides an overview over one of the most recent debates in international management by discussing key assumptions, major approaches, main contributions and implications of European and American institutionalist theories. In particular, the article discusses and evaluates the consequences of these approaches for the theory of the multinational firm. The potential of these approaches is explored by highlighting four areas of interest: the role of the evolutionary paradigm, the influence of the country of origin, power relations in and autonomy of subsidiaries and the emergence of a transnational social space. The argument focuses on how these institutionalist approaches may further our understanding of and theoretical insights into the multinational firm.
- 'Work systems in heavy engineering: The role of national culture and national institutions in multinational corporations'. Journal of International Management, 10 (2), pp. 177-198. . (2004)
- 'Change management in MNCs: How global convergence intertwines with national diversities'. Sage Human Relations, 56 (7), pp. 807-838.Full text is available at: http://epubs.surrey.ac.uk/232494/
This article presents case studies of three of the four global players in the lifts and escalator industry (controlling three-quarters of the respective world market). It is based on chiefly qualitative data from headquarters level (based in the US, Finland and Germany) and comparative data from their British and German subsidiaries. The object of the research is change management processes in the work systems at subsidiary level. The central research question of the study is to analyse how these processes are shaped by globalization on the one hand and national institutional contexts on the other hand. In doing so, the authors position their research between the two dominant families of approaches in international business research, recently characterized by Child as `low-context' and `high-context' approaches. The study is process- (rather than structure-) oriented and shows how global and national effects shape the design of the work systems at the subsidiary level and reveals that there is no one best way of globalizing in MNCs. The analysis in this article focuses on the cross-national comparison of the subsidiaries, but at the same time highlights the relevance of the societal institutions of MNCs' home countries as well.
- 'The social construction of contextual rationalities in MNCs: An Anglo-German comparison of subsidiary choice'. Wiley Blackwell Journal of Management Studies, 40 (3), pp. 617-641.Full text is available at: http://epubs.surrey.ac.uk/232493/
- 'Challenges of the German model of employee relations in the era of globalisation'. EBS Review [Estonian Business Review], (Autumn), pp. 183-196. . (2003)
- 'Knowledge and learning in transnational ventures: An actor-centred approach'. Emerald Management Decision, 41 (5), pp. 433-442.Full text is available at: http://epubs.surrey.ac.uk/728092/
The aim of this article is to develop the foundations of an actor-centred, processual approach to examining the influence of cross-border knowledge transfer and management learning on transnational institution building in post-socialist countries. We argue that there is a need for more research to understand how key social actors go about (re)structuring, (re)defining and sharing knowledge within new international ventures. We contend that social actors can play a significant role in creating and structuring the “transnational social space” in which the new venture takes shape, exercising strategic choice that can mediate, adapt or even reject the apparently constraining effects of technical-economic or cultural-institutional factors. The role of social actors is conceptualized as a socio-political sensemaking process, a perspective that would complement the current structuralist bias in the discussion about the emergence of transnational social space in international management research literature.
- 'The limits to globalisation in multinational companies: Experiences from an Anglo-German research project'. Die Mitbestimmung, 8 (3), pp. 52-56. . (2003)
- 'Sensemaking and politics in MNCs: A comparative analysis of vocabularies within the global manufacturing discourse in one industrial sector'. Sage Journal of Management Inquiry, 12 (4), pp. 312-329.Full text is available at: http://epubs.surrey.ac.uk/232497/
This article compares sensemaking processes in multinational corporations (MNCs) situated in the same industrial sector. Our comparative analysis of three MNCs and their subsidiaries in Germany and the United Kingdom aims to shed light on the contextual dimension (institutions, culture, and politics) of the sensemaking process. First, I discuss ideologies related to the discourse about global restructuring of manufacturing. Second, I compare similarities and differences in vocabularies of the (multinational) organizations. Third, I compare cross-national vocabularies of work in German and U.K. subsidiaries. Finally I suggest a political approach of sensemaking referring to stories used to legitimize or delegitimize dominant ideologies about global manufacturing, established decision-premises within the MNC, and specific nationally entrenched work paradigms.
- 'La gestione strategica nelle multinazionali: La cultura e le istituzioni nazionali nel processo di globalizzazione'. Studi Organizzativi, 3, pp. 39-70. . (2002)
- 'Management learning and knowledge transfer in transforming societies: Approaches, issues and future directions'. Human Resource Development International, 5 (3), pp. 263-277. . (2002)
- 'Intertwining organisational learning and institutional settings: Evidence from organisational case studies in the East German context'. Journal for Eastern European Management Studies, 7 (1), pp. 6-26. . (2002)
- 'Learning from one’s own experience: continuation and organizational change in two East German firms'. Human Resource Development International, 2 (1), pp. 25-40. . (1999)
- 'Paths of managerial learning in the East German context'. Organization Studies, 17 (2), pp. 249-268. . (1996)
- 'The German Experience of Privatisation'. Sotsiologicheskie Issledovaniya, 11, pp. 74-78. . (1996)
- 'Multiple Institutional Demands and Divergent Responses in Employment and Industrial Relations in the European Airline Industry'. Montréal, Canada: 29th EGOS Colloquium . (2013)
- 'Patterns of Employee Relations Governance and Social Agency in the European Food Retail Sector: Partnership in the UK Food Retail Industry'. Montréal, Canada: 29th EGOS Colloquium . (2013)
- 'Micro-Political Game Playing in a European Hard Discounter: A Comparison of Store Level Employment Relations'. Montréal, Canada: 29th EGOS Colloquium . (2013)
- 'Learning, Sensemaking and Sensegiving in Organizations: A Deweyan Perspective'. Lancaster University, UK: Management Learning: Learning to Publish, Publishing to Learn . (2013)
- 'Changing Business Models: How Traditional Airlines Address the Challenge of Low Cost Carriers'. Boston, USA: Annual Conference of the Academy of Management . (2012)
- 'Organizational Responses to Contradicting Institutions in the European Airline Industry'. Boston, USA: Annual Conference of the Academy of Management . (2012)
- 'Micro-Political Game Playing in European Hard Discounters: An International Comparison of Work Organisation and employment in Lidl Stores'. Helsinki, Finland: Pre-Conference Workshop of 28th EGOS Colloquium . (2012)
- 'Industrial Relations in European Multinational Food Retailers: A Comparison of Hypermarkets in Seven European Countries'. Helsinki, Finland: Pre-Conference Workshop of 28th EGOS Colloquium . (2012)
- 'Employment Relations in the European Food Retail Industry: The Role of Globalization and National Institutional Contexts'. London School of Economics, UK: 50th Anniversary Conference of the British Journal of Industrial Relations . (2011)
- 'Power and politics in organizational learning and knowledge: a pragmatist approach'. Gothenburg: 27th EGOS Colloquium . (2011)
- 'The adoption of new business models in the aviation industry: socio-political implications'. Gothenburg, Sweden: 27th EGOS Colloquium . (2011)
- 'Politics and Power in the Multinational Corporation: The Role of Interests, Identities and Institutions'. Montréal, Canada: Annual Conference of the Academy of Management . (2010)
- 'Bargained globalisation: employment relations providing robust ‘tool kits’ for socio-political strategizing in multinational companies in Germany'. Buenos Aires, Argentina: 3rd Latin American and European Meeting on Organization Studies (LAEMOS) . (2010)
- 'Politics and power in the multinational corporation: the role of interests, identities and institutions'. Buenos Aires, Argentina: 3rd Latin American and European Meeting on Organization Studies (LAEMOS) . (2010)
- 'Acquisitions and risk-taking in the global brewery industry: A comparative institutionalist study'. Barcelona, Spain: 25th EGOS Colloquium . (2009)
- 'Bargained globalisation in Germany: Multinational companies, local actors and socio-political strategizing'. Amsterdam, The Netherlands: 24th EGOS Colloquium . (2008)
- 'Socio-political positioning and strategizing of key subsidiary managers in cases of mandate change'. Anaheim, USA: Annual Conference of the Academy of Management . (2008)
- 'Strategizing in situations of mandate change in MNCs: The impact of key subsidiary managers’ socio-political positioning'. Vienna, Austria: EGOS Colloquium . (2007)
- 'Organisational Learning within MNCs: The Role of Institutions and Actors’ Orientations'. Vienna, Austria: 23rd EGOS Colloquium . (2007)
- 'Comparative aspects of case study research in the MNC: Some insights and experiences on how we ‘comparing the incomparable’'. Philadelphia, USA: Annual Conference of the Academy of Management . (2007)
- 'Institutional environments and management strategies: First findings of a British-German comparison'. University of Jena, Germany: International Conference on ‘Small and Medium-sized Firms under Changing Conditions of New (European?) Capitalism" . (2006)
- 'Mandate development in local subsidiaries of MNCs: Micropolitical strategies and practices'. Atlanta, USA: Annual Conference of the Academy of Management . (2006)
- 'Kultur und organisation – in vergleichender perspektive [Culture and organisation in comparative perspective]'. Munich, Campus: Frankfurt: 32nd Conference of the German Association of Sociology, pp. 3235-3246. . (2006)
- 'Micro-political aspects of mandate development and learning in local subsidiaries of multinational corporations'. Berlin, Germany: 21st European Group for Organizational Studies (EGOS) Colloquium . (2005)
- 'Societal effects, international trade and multinational enterprises'. New Orleans, USA: Transnational Institution Building and the Multinational Corporation Symposium, Annual Conference of the Academy of Management . (2004)
- 'Kultur and organisation in international vergleichender perspektive [Culture and organisation: an international comparative perspective]'. Munich, Germany: 32nd Congress of the German Sociological Association [Deutsche Gesellschaft für Soziologie] . (2004)
- 'The use of employment relations in the socio-political construction of transnational social spaces in multinational companies: Britain and Germany compared'. St. Andrews, UK: 4th Annual Conference of the European Academy of Management . (2004)
- 'The knowledge and learning in international ventures: Exploring the socio-political dimension of transnational institution building in post-socialist contexts'. Ljubljana, Slovenia: 20th European Group for Organizational Studies (EGOS) Colloquium . (2004)
- 'Current aspects of the local-global dilemma in MNCs: the contribution of institutionalist approaches'. Ludwigshafen-Limburgerhof, Germany: Annual Conference of the Commission “International Management” of the German Association of Business Administration . (2004)
- 'The contribution of the European and American institutionalism to the theory of the multinational firm: National business systems, ‘transnational social space’ and globalisation” [German language]'. Zurich, Switzerland: 65th Annual Meeting of the German Association of Business Administration . (2003)
- 'Competence development and learning in British and German subsidiaries of MNCs: why and how national institutions still matter'. Augsburg, Germany: 27th Conference of the Commission ‘Organisation’ of the Academic Association of Business Administration in Germany . (2003)
- 'Challenges for the German model of employee relations in the era of globalization'. Tallinn, Estonia: 1st International HRM Conference in Estonia, "People Friendly Management" . (2003)
- 'Global, national and local practices in multinational corporations – A socio-political framework'. Milan, Italy: 3rd Annual Conference of European Academy of Management . (2003)
- 'Socio-political sensemaking and emergent institutional implications: Linking human agency and the construction of transnational social space'. Copenhagen, Denmark: 19th European Group for Organizational Studies (EGOS) Colloquium, for the 'Standing Working Group 1: Comparative Study of Economic Organizations' . (2003)
- 'Work systems in heavy engineering: The role of national culture and national institutions in multinational corporations'. Philadelphia, USA: 4th Annual International Business Research Forum ‘From markets to partnerships and hierarchies to coalitions: Perspectives on the modern multinational corporation’ . (2003)
- 'Sensemaking and politics in multinational companies: A comparative analysis of vocabularies within the global manufacturing discourse'. Barcelona, Spain: 18th European Group for Organizational Studies (EGOS) Colloquium . (2002)
- 'Learning and knowledge sharing in MNCs: An Anglo-German comparison'. Stockholm, Sweden: 2nd Annual Conference at the European Academy of Management . (2002)
- 'Institutional foundations of manufacturing strategies in multinational corporations: evidence from Britain and Germany'. Barcelona, Spain: 18th European Group for Organizational Studies (EGOS) Colloquium . (2002)
- 'Change management in MNC: How global convergence intertwines with national diversities'. Denver, USA: Annual Conference of the Academy of Management . (2002)
- 'Sensemaking and politics in MNCs: A comparative analysis of vocabularies within the global manufacturing discourse in one industrial sector'. Cardiff Business School: 17th Annual Employment Research Unit Conference . (2002)
- 'Knowledge transfer and management learning in transforming societies: human agency and the construction of social space'. St Norbert College, De Pere, USA: 5th Annual International Business and Economics Conference ‘Harmony and Hegemony in an Era of Globalization’ . (2002)
- 'Change management in MNCs: How global convergence intertwines with national diversities'. Berlin, Germany: Research Conference of the Anglo-German Foundation . (2001)
- 'The learning organisation revisited: Critique of some core ideas based on field research in East German enterprises'. Washington DC, USA: Annual Conference of the Academy of Management . (2001)
- 'The design of work systems in national subsidiaries of multinational companies: Globalisation, national institutions and managerial choice'. Barcelona, Spain: Founding Conference of the European Academy of Management . (2001)
- 'Management of change in multinational companies: global challenges and national effects'. Humboldt University, Berlin: Research Conference on behalf of Anglo-German Foundation . (2001)
- 'The learning organisation revisited: Critique of some core ideas based on field research in East German enterprises'. Chemnitz, Germany: 5th Chemnitzer Eastforum on “Human Resource Management in Transition” . (2001)
- 'The social construction of change management in MNCs: An Anglo-German comparison'. Lyon, France: 17th European Group for Organizational Studies (EGOS) Colloquium . (2001)
- 'Globalisation: modes, myths and models: experiences from an Anglo-German research project'. London, UK: Annual Meeting of the DAAD-Lectors in Great Britain and Ireland . (2001)
- 'The Demise of Anheuser-Busch: Arrogance, Hubris and Strategic Weakness in the Face of Intense Internationalization'. in Gammelgaard J, Dörrenbächer C (eds.) The Global Brewery Industry: Markets, Strategies and Rivalries Cheltenham : Edward Elgar Article number 10 , pp. 269-287. . (2013)
- 'Subsidiary Initiative-Taking in Multinational Corporations: The Role of Issue-Selling Tactics'. in Drori GS, Höllerer MA, Walgenbach P (eds.) Global Themes and Local Variations in Organization and Management: Perspectives on Glocalization New York : Routledge Article number 27 , pp. 383-396. . (2013)
- 'Politics and power in the multinational corporation: an introduction'. in Dörrenbächer C, Geppert M (eds.) Politics and power in the multinational corporation: The role of interests, identities, and institution . (2011)
- 'Bargained globalization: employment relations providing robust “tool kits” for socio-political strategizing in MNCs in Germany'. in Dörrenbächer C (ed.) Politics and power in the multinational corporation: The role of interests, identities, and institution . (2011)
- 'Micro-political strategies and strategizing in multinational corporations: The case of subsidiary mandate change'. in Costanzo L, MacKay R (eds.) Handbook of Research on Strategy and Foresight Edward Elgar , pp. 200-218. . (2009)
- 'Corporate Financing, Management and Organization in SMEs: An Anglo-German Comparison'. in Bluhm K, Schmidt R (eds.) Change in SMEs: Towards a new European capitalism? Basingstoke : Palgrave , pp. 58-76. . (2008)
- 'The impact of foreign subsidiary manager’s socio-political positioning on career choices and their subsequent strategizing: Evidence from German-owned subsidiaries in France'. in Özbilgin MF, Malakh-Pines A (eds.) Career choice in management and entrepreneurship: A research companion Cheltenham : Edward Elgar Publishing , pp. 240-257. . (2007)
- 'Employment relations as a resource in the socio-political construction of transnational social spaces by multinational companies: Evidence from German and British subsidiaries'. in Geppert M, Mayer M (eds.) Global, national and local practices in multinational companies Basingstoke : Palgrave MacMillan , pp. 38-60. . (2006)
- '"Hintergründe und Probleme der Transnationalisierung multinationaler Unternehmungen: Globale Isomorphismen, National Business Systems und transnationale soziale Räume [Backgrounds and problems of the transnationalization of multinational firms: Global isomorphisms, national business systems and transnational social spaces]'. in Mense-Petermann U, Wagner G (eds.) Transnationale Konzerne als Neuer Organisationstyp?: Organisationstheoretische und Empirische Beträge zum Problem der Glokalität [Transnational Firms as a New Organisational Form: Organisation Theoretical and Empirical Contributions to the Global-Local Dilemma] Wiesbaden : VS Verlag für Sozialwissenschaften , pp. 85-120. . (2006)
- 'Organisationales Lernen [Organisational learning]'. in Weik E, Lang R (eds.) Moderne Organisationstheorien 1: Handlungsorientierte Ansätze [Modern Organisation Theories: Action-Orientated Approaches] 2nd Edition. Wiesbaden : Gabler , pp. 259-293. . (2005)
- 'Kultur und Organisation - in Verleichender Perspektive [Culture and Organisation in Comparative Perspective]'. in Rehburg K-S (ed.) Soziale Ungleichheit, Kulturelle Unterschiede: Verhandlungen des 32. Kongresses der Deutschen Gesellschaft für Soziologie in München 2004 [Social Inequality, Cultural Differences: Proceedings of the 32nd Conference of the German Association of Sociology] Frankfurt : , pp. 3235-3246. . (2004)
- 'Critical revision of some core ideas within the discourse about the learning organization: Experiences from field research in East German companies'. in Pasmore W, Woodman R (eds.) Research in Organizational Change and Development Greenwich, CT : JAI Press 14, pp. 257-282. . (2003)
- 'The learning organisation revisited: Critique of some core ideas based on field research in East German enterprises'. in Lang R (ed.) Personalmanagement im Transformationsprozess [Personnel Management in the Process of Transformation] Muenchen and Mering : Rainer Hampp Verlag , pp. 247-267. . (2002)
- 'Challenges for European management in a Global context: Introduction, approaches and directions of future research'. in Geppert M, Matten D, Williams K (eds.) Challenges for European management in a global context Basingstoke : Palgrave MacMillan , pp. 1-16. . (2002)
- 'Global change management approaches in multinational corporations and distinct national trajectories: Britain and Germany compared'. in Geppert M, Matten D, Williams K (eds.) Challenges for European Management in a Global Context: Experiences from Britain and Germany Basingstoke : Palgrave , pp. 42-67. . (2002)
- 'Triggers of organizational learning during the transformation process in Central European countries'. in Dierkes M, Antal AB, Child J, Nonaka I (eds.) Handbook of organizational learning and knowledge [Chinese language} Shanghai : People’s Publishing House , pp. 185-200. . (2001)
- 'Triggers of organizational learning during the transformation process in Central European countries'. in Dierkes M, Antal AB, Child J, Nonaka I (eds.) Handbook of organizational learning and knowledge Oxford University Press, Oxford , pp. 242-263. . (2001)
- Micro-Political Aspects of Mandate Development and Learning in Local Subsidiaries of Multinational Corporations. Berlin : Social Science Research Centre (2005-202) . (2005)
- Challenges for the German Model of Employee Relations in the Era of Globalization. Nottingham : International Centre for Corporate Social Responsibility (ICCSR) (2003/5) . (2003)
- Conference Report. Journal for East European Management Studies, 7 (2), pp. 212-213. . (2002)
- The Social Construction of Change Management in MNCs: An Anglo-German Comparison. Swansea : (2001/9) . (2001)
- The Design of Work Systems in National Subsidiaries of Multinational Companies: Globalisation. Swansea : National Institutions and Managerial Choice (2001/7) . (2001)
- International Business (UG level)
- International Business Management (PG Level)
- Dissertation, incorporating Management Research (MBA level)
- Integrated Module “New Directions in Management Research” (PhD level).
Supervisor of various projects at the MSc, PYT, DBA and PhD level.
- Module Leader of MBA module 'Dissertation, incorporating Management Research'
- Leader of Subject Group 'International Business, Strategy &Entrepreneurship' (2006-2010)
- Director of Research Centre for Comparative Studies on Organisational Learning in International Settings (COLIS) (2007-2011)
- Module Leader of the postgraduate module 'International Business Management' (2006-2007).