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In multinational corporations, the transmission of organizational culture is an important part of communication between headquarters and subsidiaries; a parent company should be able to successfully transfer core values to the subsidiaries worldwide in order to enhance the firm's overall performance. And yet attention to organizational culture and commitment is demonstrated differently around the globe: organizational commitment as a concept in management literature continues to lose traction in the West, while Japanese multinational companies are increasing their emphasis on creation and maintenance of employee commitment.

This book examines whether the same levels of commitment can be formed in subsidiaries as in parent company headquarters under the influence of organizational culture. Author Victoria Miroshnik evaluates the relationship between organizational commitment and organizational culture in a multinational company of Japanese origin, and explores the firm's success or failure in transmitting these relationships to its subsidiaries across national boundaries. This is the first volume to interrogate links between organizational commitment, firm performance, and competitive advantage.