表題番号：2020C-763
日付：2021/04/04
- 研究成果概要
-
Top
management teams in multinational corporations co-evolve with their
organizations and environments. In this longitudinal qualitative study, we
tracked the top management team of a global region of a Japanese multinational
corporation in the information and communications technology industry as the organization was undergoing strategic transformation in its
business model. We conducted interviews with the executives,
in addition to accessing their archival records at the global region as well as
at the company level. As the global region went through the phases of
exploration, transformation, and exploitation in its process of strategic
change, different diversity types became
salient. Further, perceived inclusion mediated the relationships of each diversity
types . Finally, individual-, team-, and
organization-level performance worked as a feedback mechanism in the process of
change. We propose a multilevel model of the strategic change process that
explicates relationships among various types of diversity inclusion, and performance.