Translating models of organization: Can the Mittelstand move from Bavaria to Geelong?

Logue, DM; Jarvis, WP; Clegg, S; Hermens, A

Translating models of organization: Can the Mittelstand move from Bavaria to Geelong?

Logue, DM

Jarvis, WP

Clegg, S

Hermens, A

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Publication Type:: Journal Article
Citation:: Journal of Management and Organization, 2015, 21 (1), pp. 17 - 36
Issue Date:: 2015-01-01

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Field	Value	Language
dc.contributor.author	Logue, DM https://orcid.org/0000-0002-7892-2553	en_US
dc.contributor.author	Jarvis, WP https://orcid.org/0000-0003-3684-796X	en_US
dc.contributor.author	Clegg, S https://orcid.org/0000-0001-6083-4283	en_US
dc.contributor.author	Hermens, A https://orcid.org/0000-0002-0435-1751	en_US
dc.date.issued	2015-01-01	en_US
dc.identifier.citation	Journal of Management and Organization, 2015, 21 (1), pp. 17 - 36	en_US
dc.identifier.issn	1833-3672	en_US
dc.identifier.uri	http://hdl.handle.net/10453/37736
dc.description.abstract	Copyright © 2015 Cambridge University Press and Australian and New Zealand Academy of Management. In this paper, we examine the increasing global attention being given to the German organizational form of the Mittelstand over the past decade. We do so, especially, in consideration of the construction of Australian analogues to the Mittelstand. Such translations have been posited as a solution to the current crisis facing Australian manufacturing. Translation out of context always poses problems: can a specifically national form of organization, such as the German Mittelstand, be something that can, potentially, be translated to other nations and industrial contexts? The Australian case offers an empirical setting in which to explore understandings of transnational translation of management innovations. Our findings demonstrate how globally theorized models subject to translation align abstract value orientations with local templates. Our discussion focuses on the translation of a Bavarian model of organization into very different locations, such as Geelong, Australia.	en_US
dc.relation.ispartof	Journal of Management and Organization	en_US
dc.relation.isbasedon	10.1017/jmo.2014.66	en_US
dc.title	Translating models of organization: Can the Mittelstand move from Bavaria to Geelong?	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	21	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1303 Specialist Studies in Education	en_US
utslib.for	1505 Marketing	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	open_access
pubs.issue	1	en_US
pubs.publication-status	Published	en_US
pubs.volume	21	en_US

Abstract:

Copyright © 2015 Cambridge University Press and Australian and New Zealand Academy of Management. In this paper, we examine the increasing global attention being given to the German organizational form of the Mittelstand over the past decade. We do so, especially, in consideration of the construction of Australian analogues to the Mittelstand. Such translations have been posited as a solution to the current crisis facing Australian manufacturing. Translation out of context always poses problems: can a specifically national form of organization, such as the German Mittelstand, be something that can, potentially, be translated to other nations and industrial contexts? The Australian case offers an empirical setting in which to explore understandings of transnational translation of management innovations. Our findings demonstrate how globally theorized models subject to translation align abstract value orientations with local templates. Our discussion focuses on the translation of a Bavarian model of organization into very different locations, such as Geelong, Australia.

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http://hdl.handle.net/10453/37736