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The relationship between ceremonial adoption of popular management practices and the motivation for practice adoption and diffusion in an American MNC

The literature on multinational corporations (MNCs) has assumed that the parent is generally motivated to transfer practices to subsidiary units that will improve subsidiary efficiency or facilitate comparison of subsidiary performance. Based on this assumption, problems with the transfer process have been understood as related to difficulties in balancing local versus global requirements. In this paper, we question this assumption. Using case-study data, we argue that MNCs may transfer management practices aimed at preventing longer-term economic and social losses, and implementation efforts may be low. In such circumstances, ceremonial adoption may be a possible outcome.