Layers and limits of power and resistance in multinational subsidiaries: The interaction of micro-politics and postcolonial power at reuters India
- Organization
- 31(6), Sep, 2024: p.857-878
This article explores the complex interplay of power and resistance within multinational subsidiaries, focusing on Reuters India as a case study. It examines how micro-political dynamics intersect with postcolonial legacies to shape organizational behavior and employee relations. The study highlights the layered nature of power in multinational corporations, where global headquarters exert influence while local subsidiaries negotiate autonomy and cultural identity. Resistance emerges in subtle forms—through workplace practices, negotiation of authority, and reinterpretation of corporate norms—revealing the limits of managerial control. By situating Reuters India within broader debates on globalization, postcolonialism, and organizational politics, the paper underscores how multinational subsidiaries become sites of both compliance and contestation, reflecting deeper tensions between global corporate structures and local socio-cultural realities. This study analyses how the mutual imbrication of organizational and postcolonial power along with the micro-embedding of actors’ shape and structure power struggles in multinational corporations. Drawing on the case of news agency Reuters’ internationalization and centralization approach at its Indian subsidiaries in Mumbai and Bangalore, our research explores how subsidiaries mobilize resources to pursue their interests in a landscape shaped by clashing professional institutional logics and organizational control systems reflected in quality control and performance assessment. Our findings shows that the power struggle and (professional) identity position of both subsidiary staff differs as they face different organizational, institutional and (neo)colonial pressures and are othered in different ways. We argue that as a site of “value production,” both subsidiaries are qualified and disadvantaged in distinct ways. Our study emphasizes the importance of understanding diverse colonial experiences and the mainstreaming of postcolonial insights in the analysis of power in MNCs.- Reproduced