SummaryIntegrating organizational behavior research on Social Identity Theory (SIT), Self-Categorization Theory (SCT), and organizational identification with international management research, we develop a model of dual organizational identification (DOI) for subsidiary managers in multinational enterprises (MNEs). We conceptualize the DOI construct in terms of relative magnitude and form and then present a model that specifies a set of contextual antecedents at the organizational and country levels of analysis as well as individual and organizational level consequences related to subsidiary manager role issues. Specifically, we suggest that type of MNE impacts the relative magnitude of DOI, while type of MNE, cultural distance, and institutional distance affect the form of DOI. In turn, relative magnitude of DOI is posited to impact fulfillment of subsidiary manager roles, subsidiary-parent cooperation, and knowledge transfer. Form of DOI affects the experience of role conflict by subsidiary managers. We conclude with a discussion of the contribution of our model to the organizational behavior and international management literatures, its implications for research, and some possible theoretical extensions.

and Key Results■ Subsidiary managers are faced with complex managerial roles involving both the interests of the multinational corporation (MNC) and the subsidiary. We suggest complex roles are best fulfilled when managers develop dual organizational identification towards both entities.■ Based on a conceptualization of dual organizational identification in terms of relative magnitude, we test the effect of dual identification on subsidiary manager roles and role conflict.■ Results indicate that high identification with both entities is associated with high role fulfillment and that similarity in organizational identities directly affects role conflict.

In a globally connected world, it is increasingly common for individuals to belong to and be influenced by more than one culture. Based on a critique of conceptualizations from psychology, management, marketing, anthropology, and sociology, we bring clarity and consistency to conceptualizing and measuring multiculturalism at the individual level. We propose that individual-level multiculturalism is the degree to which someone has knowledge of, identification with, and internalization of more than one societal culture, and recommend methods to measure each dimension. Finally, we suggest how individual-level multiculturalism influences and is influenced by social networks and power dynamics in international organizations.

Drawing upon literatures on strategic alliances, teams, and diversity, we propose that strategic alliance team diversity warrants further examination. We suggest that strategic alliance team coordination moderates the relationship between strategic alliance team diversity and effectiveness. Specifically, we hypothesize that coordination strengthens the negative relationship between observable diversity characteristics of nationality and gender and team effectiveness. We also argue that coordination strengthens the positive relationship between nonobservable diversity characteristic of functional background and team effectiveness. Results from 109 team members, 44 team leaders, and 34 alliance executives involved with 44 strategic alliance teams in 15 firms partially support our hypotheses.

Purpose -The purpose of this study is twofold. First, the authors aim to investigate the applicability of the five (EO) dimensions of autonomy, innovativeness, risk taking, proactiveness, and competitive aggressiveness to a medium-sized firm. Second, the research seeks to explore firm processes leading to the development of entrepreneurial orientation (EO) in a medium-sized domestic US firm. Thus, it endeavours to examine the applicability of EO dimensions as well as the processes by which EO arose in the focal company. Design/methodology/approach -The authors use a multi-method approach entailing analysis of archival data as well as semi-structured interviews of executives to examine the applicability of EO dimensions as well as the processes associated with the development of EO to a medium sized firm competing in a Midwestern US market. Such an in-depth analysis of one firm provides rich data, enabling the exploration of EO using qualitative methods. Findings -While the medium-sized domestic US business had high levels of autonomy and proactiveness, it exhibited moderate levels of innovativeness and risk-taking, and only a low level of competitive aggressiveness. Furthermore, the analysis suggests that organizational artifacts facilitate the development of EO and support organizational culture. Specifically, the organizational artifacts of having an ESOP, a flat hierarchy, inter-unit coordination, and customer communication facilitated EO, and reinforced the organizational culture aspects of empowerment, openness, teamwork, quality services, customer satisfaction, and adaptability. Originality/value -This study is among the first to examine all five EO dimensions as well as to use qualitative methods to do so. It also illustrates how EO applies to medium-sized firms, and identifies processes by which these dimensions develop.