Subsidiaries of Multinational Corporations

Michailova, Snejina; Mustaffa, Zaidah; Barner‐Rasmussen, Wilhelm

doi:10.1177/1548051816633071

Cited by 17 publications

(5 citation statements)

References 121 publications

(186 reference statements)

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“…One of the key challenges to working abroad is accurately evaluating who to hire (Cuervo-Cazurra & Genc, 2011;Thite, Wilkinson, & Shah, 2012). Our research indicates that firms make notable mistakes when hiring abroad due to cultural differences, and thus it is beneficial to pay more attention than normal to international hiring (Michailova, Mustaffa, & Barner-Rasmussen, 2016;Tian, Harvey, & Slocum, 2014). The Russian programming firm IBS, like other firms in our study, came to the conclusion that when working abroad, the ideal solution is to hire Russian immigrants as management and programmers.…”

Section: Pay Attention To Cultural Differences and Adapt Managementmentioning

confidence: 67%

Internationalization Strategies of Emerging Market Multinationals

Fey

Nayak

et al. 2016

Journal of Leadership & Organizational Studies

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Traditionally, few companies were worried about Chinese, Indian, or Russian companies becoming important global players. Now companies from emerging market economies are starting to do just this and are emerging as significant global competitors. It is clearly time to pay attention to emerging market multinational corporations as serious competitors. This article seeks to help with this task by investigating the internationalization of firms from China, India, and Russia, and developing an understanding of what firms from transforming economies should do to increase their chances of success. The article also shows that they internationalize for different reasons using different entry mode ordering and by initially entering different countries than would their Western counterparts. This article develops a new framework called the Five M framework to guide managers and academics in their understanding of the internationalization of firms from transforming economies. With the help of illustrative examples from 18 mini case studies, this article investigates the motivations, markets, entry modes, methods, and management practices that have allowed these firms to be successful.

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Section: Pay Attention To Cultural Differences and Adapt Managementmentioning

confidence: 67%

Internationalization Strategies of Emerging Market Multinationals

Fey

Nayak

et al. 2016

Journal of Leadership & Organizational Studies

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“…Another central theme examines how different types of expatriates and host country nationals may have varying allegiances to the subsidiary and parent company (Michailova, Mustaffa, & Barner-Rasmussen, 2016), or may have a more valuable dual organizational identification that is beneficial at both the organizational and individual level (Smale et al, 2015). Further, more expatriates at the subsidiary and tighter control exerted by the parent company are negatively associated with HCN organizational identification (Lee, You, & Bae, 2017).…”

Section: Bibliometric Coupling and Clusters Of Current Research Frontsmentioning

confidence: 99%

Mapping the expatriate literature: a bibliometric review of the field from 1998 to 2017 and identification of current research fronts

Andersen

2019

The International Journal of Human Resource Management

130

133

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As expatriate literature continues to grow, this review presents a quantitative analysis of the expatriate field, utilizing advances in bibliometric science mapping and social network analysis to examine 1650 articles published from 1998 to 2017. This approach offers a conceptual, relational and analytic framework for examining the foundations, structure, and interconnections of the expatriate field. The results of a co-occurrence keyword analysis show four interconnected clusters: 'strategic management of international organizations', 'expatriates' context', 'managing expatriates', and 'adapting to the local environment'. A bibliometric coupling analysis of articles published from 2015-2017 identifies the current research fronts, which centre on the topics of: 'expatriate adjustment', 'expatriates and multinational companies', 'careers', and 'methodological advances'. Using social network metrics, central keywords and articles are identified. Each cluster and research front is discussed. Three downloadable, searchable maps are provided, enabling further examination. The results offer a visual and structured overview of the field, and indicate both areas of research concentration and areas that are neglected.

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“…In these circumstances, establishing exchange relationships with expatriates can offer HCNs opportunities to learn and develop professionally and personally through exposure to technical, organizational and/or cultural knowledge and practices (Michailova et al, 2016;Vance & Paik, 2005).…”

Section: Perceived Value Of Exchanged Resourcesmentioning

confidence: 99%

“…Inequality between expatriates and HCNs has been discussed in a range of contexts in expatriate research (Liu & Shaffer, 2005;Maley et al, 2015), typically because expatriates often take on roles placing them in positions of seniority over HCNs (Michailova et al, 2016). In such circumstances, the ability to evaluate performance or impose rewards or sanctions allows expatriates, consciously or otherwise, to dictate the nature of norms and knowledge recognized as valuable (Hong & Snell, 2008).…”

Section: Structure Of the Hcn-expatriate Exchange Relationshipmentioning

confidence: 99%

Host country nationals' interaction adjustment as a social exchange: A theoretical model

Fee

Michailova

2021

J Organ Behavior

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In this conceptual paper, we argue that host-country nationals (HCNs), without crossing geographical and organizational boundaries, experience distinct and complex interaction adjustment processes in response to their social exchange relationships with expatriates. We develop a theoretical model that suggests that the perceived value of the relationships between HCNs and expatriates, the structure of these relationships, and the HCNs' alternative sources of exchange resources predict HCNs' learning-rich interactions with expatriates and HCNs' extraneous stress, which, in turn, influence HCNs' interaction adjustment. Along with research implications, our theorizing points to features that can improve HCN and expatriate selection, preparation, and management.

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Subsidiaries of Multinational Corporations

Cited by 17 publications

References 121 publications

Internationalization Strategies of Emerging Market Multinationals

Internationalization Strategies of Emerging Market Multinationals

Mapping the expatriate literature: a bibliometric review of the field from 1998 to 2017 and identification of current research fronts

Host country nationals' interaction adjustment as a social exchange: A theoretical model

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