Human capital in multinational enterprises: Does strategic alignment matter?

Chung, Chris Changwha; Park, Hye Youn; Lee, Jeoung Yul; Kim, Kwang-Hyun

doi:10.1057/jibs.2015.15

Cited by 50 publications

(49 citation statements)

References 165 publications

(261 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Extant research suggests that human capital in general, and international experience (including expatriates) in particular, is associated with better subsidiary performance (Chung, Park, Lee, & Kim, 2015;Gong, 2003). However, we lack theories that link the specific actions of individuals in leadership or boundary-spanning roles with different organizational-level outcomes.…”

Section: Subsidiary Performancementioning

confidence: 97%

Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda

2020

View full text Add to dashboard Cite

Multinational enterprise (MNE) subsidiaries abroad are important organizations in their own rights. They typically hold some of the MNE's most critical resources, and operate at the forefront of complex international environments. In this review, we identify and organize theoretical and empirical research on subsidiary management based on over 600 articles in leading academic journals. We develop a conceptual framework that integrates complementary streams of theoretical and empirical research with the subsidiary as its focal unit of analysis. In particular, we review six lines of research on subsidiary scope, practices, knowledge management, engagement with local market and nonmarket actors, performance, and individuals within subsidiaries. We highlight theoretical perspectives that have contributed to, and been advanced by, research on MNE subsidiaries. Based on the review, we explore future research agendas, linking the contemporary research themes with two main thrusts. First, subsidiary management is a multi-level phenomenon that would benefit from more microfoundational research. Second, subsidiary management operates at key interfaces of technology paradigm shifts, and of disruptions in the political and institutional environment. Research into the dynamics of subsidiary management would thus enhance our understanding of international business in a volatile global economy. Journal of International Business Studies (2020) 51, 538-576.

show abstract

Section: Subsidiary Performancementioning

confidence: 97%

Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda

2020

View full text Add to dashboard Cite

show abstract

“…Such talent pools facilitate development consistent with the organization’s values. In the global context, this perspective can also help to develop capabilities required to operate effectively (Chung, Park, Lee, & Kim, 2015; Levy, Beechler, Taylor, & Boyacigiller, 2007). For example, in MNEs that adopt a transnational strategy, developing a globally diverse talent pool comprising individuals with knowledge and experience of both the MNE (parent-firm human capital) and the local context (local-specific human capital) (Chung et al, 2015) is a key objective.…”

Section: Defining Global Talent Managementmentioning

confidence: 99%

Global Talent Management and Performance in Multinational Enterprises: A Multilevel Perspective

Collings

Mellahi

Cascio

2018

Journal of Management

237

186

View full text Add to dashboard Cite

The link between global talent management (GTM) and multinational enterprises' (MNEs) performance has not been theorised or empirically tested. We develop a theoretical framework for how GTM links to performance at the headquarters (HQ), subsidiary, and individual employee levels. Using the resource-based view as a frame, we highlight the routines of pivotal positions, global talent pools, and a differentiated HR architecture as central to GTM. We show that at the HQ level, an MNE's adoption of a global, multidomestic, or transnational strategy determines the objectives of the GTM system and significantly influences the performance of the enterprise. At the subsidiary level, the alignment between HQ intentions and subsidiary implementation of GTM routines is a key variable in our analysis. We consider the effects of these higher-level factors on individual performance through the lens of human-capital resources, focusing on how individual human capital can translate or amplify to a unit-level human-capital resource. We argue that, through the vertical fit of these higher-level factors with GTM routines at a given level, an MNE can develop an effective GTM system and expect that to translate into sustainable performance aligned with objectives set at headquarters. The paper concludes with an agenda for future research.

show abstract

“…Exploring FGWAs through a human capital lens may provide scholars with a way to more effectively integrate insights on international business and IHRM. For instance, different forms of MNE human capital, such as corporate human capital or subsidiary human capital ( Chung, Park, Lee, & Kim, 2015 ; Morris et al, 2016 ) can be leveraged through various FGWAs to balance global integration and local responsiveness demands. Consequently, engaging in flexible global work may allow individuals to strengthen their position in a global talent pool or act as a springboard for global talent designation in the future which, in turn, allows MNEs to maintain their global talent supply ( Collings, Mellahi, & Cascio, 2019 ).…”

Section: Moving the Field Forward – Strategic And Sustainable Pathwaymentioning

confidence: 99%

Flexible global working arrangements: An integrative review and future research agenda

Jooss

McDonnell

Conroy

2021

Human Resource Management Review

View full text Add to dashboard Cite

The topography of global mobility within multinational enterprises (MNEs) is evolving where we now have a portfolio of flexible global working arrangements (FGWAs) including: international business travellers, flexpatriates, short-term international assignees, international commuters, and rotational assignees. The need for more agile structures and more efficient mechanisms to transfer globally dispersed knowledge are two key enablers in this evolution. With increased interest, this paper offers the first systematic, integrative review of 100 articles on FGWAs. The review indicates that these forms of global work appear to be a somewhat overlooked double-edged sword in that they may confer significant but unrealised value for MNEs alongside hidden, adverse consequences for individuals. Notable was the lack of insight into the HR function's input or oversight at either a strategic or operational level. We find that there is a distinct lack of strategic linkages to global mobility and/or HR functions. We propose a research agenda that centres on better understanding the international HR function's role and responsibility in providing a more strategic and sustainable perspective of these increasingly common FGWAs alongside virtual work. The COVID-19 pandemic may offer a critical juncture point in which there is greater strategic consideration on the utilisation and support of such arrangements.

show abstract

Human capital in multinational enterprises: Does strategic alignment matter?

Cited by 50 publications

References 165 publications

Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda

Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda

Global Talent Management and Performance in Multinational Enterprises: A Multilevel Perspective

Flexible global working arrangements: An integrative review and future research agenda

Contact Info

Product

Resources

About