Understanding ‘appropriateness’ in multinational organizations

Cooper, Danielle; Doucet, Lorna; Pratt, Michael G.

doi:10.1002/job.440

Cited by 61 publications

(66 citation statements)

References 104 publications

(82 reference statements)

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“…Alon and Higgins (), for example, propose CQ as a moderator of the link between domestic and global leadership success, and Cooper et al . () suggest that CQ moderates the relationship between interactions and the assessment of behaviors. Ng and Earley () develop a testable model of anticipated antecedents to and outcomes of CQ, and discuss lifting CQ to the team and/or organizational level and the utility of the construct at these levels.…”

Section: Analysis Of the Cq Literaturementioning

confidence: 99%

Cultural Intelligence: A Review and New Research Avenues

Ott

Michailova

2016

Int J Management Reviews

260

264

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Cultural intelligence (CQ), an individual's capability to function and manage effectively in culturally diverse situations and settings, has become the focus of a vibrant scholarly conversation and a flourishing area of multidisciplinary research. Since the introduction of the concept in 2002, substantial research has been conducted concerning its definition, the validation of its measurement, and the examination of its development and predictive capabilities. The present paper systematically reviews 73 conceptual and empirical articles published on CQ from 2002 to 2015 in management and international business journals as well as in education and psychology. The authors discuss two distinct conceptualizations of CQ, developments within the conceptual research, and opportunities for further theorizing. They also cluster the empirical studies based on how CQ was used and identify patterns, achievements and challenges within the literature. Finally, based on their analysis, they identify promising avenues for future research and propose specific questions that can further advance the scholarly conversation on CQ.

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Section: Analysis Of the Cq Literaturementioning

confidence: 99%

Cultural Intelligence: A Review and New Research Avenues

Ott

Michailova

2016

Int J Management Reviews

260

264

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“…The severity of an event refers to the harm or disruption experienced by the victim(s). Prior works have highlighted how the severity of an adverse event is likely to elicit assessments of inappropriateness regarding the actor's behavior (Cooper Doucet, & Pratt, 2007), thus educing negative and aggressive reactions toward this actor (Ferguson, Rule, & Carlson, 1983). Stigmatization also depends on audiences' attributions of the controllability of the event, that is, the extent to which they perceive the cause of the event to be under the actor's control.…”

Section: Organization-specific Adverse Events and The Risk Of Stigmatmentioning

confidence: 99%

Run Away or Stick Together? The Impact of Organization-Specific Adverse Events on Alliance Partner Defection

Bruyaka

Philippe

Castañer

2018

AMR

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Alliances are inter-organizational relationships wherein partners agree to engage in joint action and share benefits and burdens. But when might an adverse event that strikes one partner become too burdensome for another partner? Extant theories of alliance instability provide incomplete answers, which is problematic: for stricken organizations, anticipating whether their non-stricken partners will remain in the alliance can be essential for survival. Integrating insights from alliance dynamics and organizational stigma literatures, we theorize how an organization-specific adverse event affects a non-stricken partner's decision to continue with or defect from an alliance by considering factors that shift the balance between cohesive and disruptive forces. We propose that high stigmatization risk will increase the probability of partner defection through two disruptive mechanisms: relational uncertainty and stigma anxiety. Building on the idea that the same factors contributing to alliance formation may also condition partner defection, we theorize about the roles of partner resource interdependencies, relational embeddedness, and perceived partner similarity in amplifying or attenuating disruptive mechanisms triggered by an adverse event. We extend the research on partner defection and alliance instability by advancing an event-based view of alliance instability and specifying the conditions under which an alliance partner might defect.

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“…The term 'polycentric' was originally coined by Perlmutter (1969) to describe companies with a host-country orientation as opposed to ethnocentric (home-country orientation) or geocentric (world orientation) policies. Polycentric staffing policies have historically been prevalent within multinational organizations although more recent research suggests a decreasing downward trend (Cooper, Doucet and Pratt, 2007). Polycentric staffing policies have historically been prevalent within multinational organizations although more recent research suggests a decreasing downward trend (Cooper, Doucet and Pratt, 2007).…”

Section: Polycentric Staffingmentioning

confidence: 99%

“…Moreover, hiring local managers limits expatriate failure (i.e., the event where the expatriate does not successfully complete her assignment and thus returns to the home country) and the associated costly expenses (Cooper, Doucet and Pratt, 2007). Second, employing host-country nationals could provide cost savings relative to paying for expatriate training, moving expenses, and higher salaries depending upon the host country of interest.…”

Section: Advantages Of Polycentric Staffingmentioning

confidence: 99%

polycentric staffing

Eash¹

The Palgrave Encyclopedia of Strategic Management

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Understanding ‘appropriateness’ in multinational organizations

Cited by 61 publications

References 104 publications

Cultural Intelligence: A Review and New Research Avenues

Cultural Intelligence: A Review and New Research Avenues

Run Away or Stick Together? The Impact of Organization-Specific Adverse Events on Alliance Partner Defection

polycentric staffing

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