In this paper, we examine responses to the conflicting institutional demands faced by an e-commerce subsidiary located in Sub-Saharan Africa and headquartered in Europe. Following an inductive approach, we gathered data from a 6-month participant-observation study and interviews with local managers. Our findings show that the subsidiary managers responded to conflicting institutional demands in a dynamic way, taking one response after the other. In some cases, the subsidiary managers responded in a way that they thought would be satisfactory but subsequent pressures from their headquarters or their local environment pushed them to adopt a new response. In other cases, the subsidiary managers intentionally adopted responses knowing that they would (have to) adopt another response later in the process.
| Identifer | oai:union.ndltd.org:VIENNA/oai:epub.wu-wien.ac.at:5887 |
| Date | January 2017 |
| Creators | Holm, Alison E., Decreton, Benoit, Nell, Phillip C., Klopf, Patricia |
| Publisher | Wiley |
| Source Sets | Wirtschaftsuniversität Wien |
| Language | English |
| Detected Language | English |
| Type | Article, PeerReviewed |
| Format | application/pdf |
| Relation | http://onlinelibrary.wiley.com/doi/10.1002/gsj.1145/full, http://onlinelibrary.wiley.com/, http://epub.wu.ac.at/5887/ |
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