The global integration challenge : global management teams, temporal differences, and constructing the identity of the global 'other'

In this thesis, I investigate the challenges of 21st century global integration by examining it indepth at a Fortune 200 global supplier (CC) that faces strong pressures of both global integration and local responsiveness. While global integration is typically discussed at a macro level, here I use qualitative methods to study senior managers at a micro level. In this way, I establish critical internal struggles with integration, and reveal external dynamics of integration in a close inter-firm relationship as a strategic supplier. Results highlight the role of Global Management Teams as an essential linking tool. At the same time, I find that conflicting temporalities across locations, accompanied by a globally-shared logic of appropriateness, place restraints on this mechanism of integration: limiting the hours available, and consistently advantaging and disadvantaging specific geographies.

Name thesis:degree_name

Doctoral

Department dc:contributor.department

Sloan School of Management

Grantor dc:publisher

Massachusetts Institute of Technology

Year dc:date.issued

2019

Author dc:creator

• Grassin-Drake, Laurel Edwards.

Advisor dc:contributor.advisor

• Donald Lessard.

• Sloan School of Management.

Statement dc:rights

• MIT theses are protected by copyright. They may be viewed, downloaded, or printed from this source but further reproduction or distribution in any format is prohibited without written permission.

Licence dc:rights.uri

• http://dspace.mit.edu/handle/1721.1/7582

Language dc:language.iso

eng

Handle dc:identifier.uri

https://hdl.handle.net/1721.1/121839

OAI identifier oai:identifier

oai:dspace.mit.edu:1721.1/121839