Performance and Interaction Routines in Multinational Corporation

Research on multinational corporations (MNCs) has neglected routines despite their importance for the process of coordination, and their prominence in organization theory. This paper focuses on three aspects of routinization in MNCs. First, the transmission of routines across cultural boundaries in considered. Second, the focus moves to routine interactions between performance teams in MNCs. Third, I discuss how such routines contribute to the structuring of complex international systems. The conclusion suggests that the MNC may have to recognize that every replica of an existing facility is also an experimental test of taken-for-granted practices.