Purpose
The purpose of this paper is to extend the understandingof how family logic is transferred through mundane practices across the subsidiaries of a Japanese multinational corporation (MNC) in different national contexts.
Design/methodology/approach
In order to fulfil this purpose, a comparative qualitative case study was adopted with emphasis on actors’ interpretations.
Findings
Through qualitative data analysis, three findings and their theoretical significances can be summarised. First, it was found that the constellations of family, market and religion logics were transferred differently. This is significant for Japanese management scholars since it illuminates the importance of actors who perceive the (non-) necessity of logics in a Japanese MNC facing institutional dualities. Second, it was found that the family logic is enacted at different levels and with different boundaries. This is significant for both institutionalists and international business scholars since it highlights the strong influence of language and religion in the transfer of logics from one country to another. Third, it was found that the enactment of the family logic greatly affects the acceptability of Japanese management practices. This is significant for business managers since it further proposes an intimate relationship between Japanese management practices and the meanings attached to the family logic.
Originality/value
The originality of this work stems from an updated comparative qualitative study of the management of a Japanese MNCs’ subsidiaries across different countries, providing in-depth insights for international business, Japanese subsidiary management and institutional logics perspectives.
