Global Organizational Control: A New Role by Inpatriates

Abstract

As organizations have expanded globally, control mechanisms utilized in the past may need to be supplemented with a new type of personnel, that of the inpatriate. Expatriates were the most widely used staffing for corporate control, but due to various issues, a complementary set of employees to facilitate corporate goals could be utilized. Inpatriation, as a practical and conceptual means to augment expatriation, is discussed, compared with, and contrasted to, expatriation. This research explores the use of inpatriates in facilitating global control.

Post-acquisition control strategy and cross-border acquisition performance of Chinese MNEs: a fsQCA approach

“…Having an effective operational control might also be necessary for the entire company's strategic control decisions to be implemented throughout the subsidiaries. On the other hand, the interference in the business operating level of the target firm as well as the high degree of control on its human resources in the post-acquisition may lead to the loss of highly talented employees of the acquired company and deepen their actual and potential resistance to the acquiring firm and their psychological barrier, thus producing a negative impact on the development of the acquirer (Kiesslin and Harvey, 2006;Krug and Nigh, 1998). In addition, the influence of operational control on acquisition performance will also be affected by other internal and external factors.…”

Global talent management and inpatriate social capital building: a status inconsistency perspective

“…The support needed to encourage the successful development of structural social capital not only includes attentive inpatriate selection and outstanding inpatriate preparation that incorporates specialized attention from HRM and GTM programs , but also requires the inpatriate to have an appropriate set of political skill Kiessling & Harvey, 2006;Moeller & Harvey, 2011a;. It is envisioned that developing the inpatriate's social structural networks can simulate a positive and dynamic capabilities approach to staffing global assignments that can foster a distinct competitive advantage for the global organization (Harvey, Novicevic, & Speier, 2000a).…”

Inpatriates: a review, synthesis and outlook of two decades of research

“…Collings, Scullion and Dowling (2009) clearly state that properly implemented SGHRM systems designed for both expatriate and inpatriates can facilitate corporate integration. Integration enables inpatriates to build and perpetuate inter-organizational relationships (Griffith, Zhang and Cavusgil, 2006;Kiessling and Harvey, 2006) across strategic alliances and along the supply chain (Kiessling, Harvey and Garrison, 2004). The systemic integration of inpatriates has also been contextualized to reach out to emerging market needs (Borici et al, 2013;Harvey, Novicevic and Speier, 2000b;Harvey, Myers and Novicevic, 2002).…”

“…Conceptual work has also provided guidance regarding how inpatriates fit into the growing global mobility mix that MNCs draw on to staff their operations, especially relative to expatriates, third-country nationals or local nationals. For example, inpatriates complement traditional parent-country expatriates for ensuring organizational control (Kiessling and Harvey, 2006) and serve as a particular means to tap into local market knowledge and social contacts in the subsidiary environment (Harvey et al, 2003). Further, inpatriates are specifically useful at high levels of information asymmetry and goal congruency between HQ and foreign subsidiary (Harvey et al, 2001a).…”