FROM MULTINATIONAL SYSTEMS TO LOCAL REALITIES: MANAGERIAL CAREER TRANSITIONS IN INDONESIA’S 3PL INDUSTRY

Abstract

This research aims to explore the experiences of executives moving from multinational logistics companies to local 3PLs in Indonesia and understand their implications for management practices and organizational culture. This research uses a qualitative approach with an interpretive paradigm. The research data was collected through semi-structured interviews, observations, and documentation of executives who had experience working in a multinational logistics company and then working at a local 3PL company. The selection of informants was carried out using a purposive sampling technique with a total of 7 informants. Data were analysed using the Miles and Huberman interactive analysis model, which included data reduction, data presentation, and conclusions drawn. The findings indicate that the transition process is complex and involves significant changes in roles, leadership styles, and organizational perspectives. Executives experience a shift from specialized roles in multinational firms to broader, more flexible generalist roles in local companies. There are fundamental differences between multinational and local organizations, particularly in decision-making approaches (data-driven vs relational-driven), organizational structure, system maturity, and work culture. Multinational companies tend to emphasize formal structures, integrated systems, and performance-based cultures, while local firms prioritize flexibility, interpersonal relationships, and faster decision-making. The study also finds that executives must adapt their leadership style to become more situational, relational, and culturally sensitive. Their prior multinational experience contributes positively through knowledge transfer, improved management practices, and efforts to enhance organizational systems and human resource development. However, these contributions are often constrained by cultural resistance, limited technological infrastructure, and strong owner influence in decision-making. In conclusion, the transition from multinational to local 3PL companies is not merely a change of workplace but a process of managerial and cultural adaptation. The resulting organizational practices reflect a hybridization between multinational best practices and local contextual values. Successful adaptation depends on the ability of executives to balance structure and flexibility, integrate data-driven approaches with relational dynamics, and apply change gradually within the local organizational context.