Global norm-making processes in contemporary multinationals

This paper contextualises and analyses global norm‐making concerning the nature of work within multinational companies. We develop a framework for analysing the relations between formal and informal elements of global norm‐making, stressing dynamic interdependencies between formality and informality on four dimensions: the codification of norms; enforcement mechanisms; the use of ‘platforms’ and aggregation with wider contexts. We investigate four cases of transnational norm‐making spaces across two multinationals, and analyse how these interdependencies work, both for norms and practices that emanate from the upper levels of corporate hierarchies, and those developed at lower levels among global operational teams.