Subsidiary Staffing in Multinational Enterprises: Agency, Resources, and Performance

By Yaping Gong. 2003

456 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/c847ff9b3b52afef6c5476ca5f952621d8acbfba

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Why a Multinational Firm Chooses Expatriates: Integrating Resource-Based, Agency and Transaction Costs Perspectives (2006, unknown): “…for overemphasizing the influence of ex post contractual costs (e.g. emphasizing contractual hold-up problems due, in large part, to asset specificity) and for underemphasizing the influence of revenue creation on governance structure choices (e.g. Gong, 2003; Poppo and Zenger, 1998; White, 2000).”
An institutional approach to cross-national distance (2010, background): “For example, Gong (2003) found that larger cultural distance increases the proportion of expats, whereas Rosenzweig and Nohria (1994) examined how cultural distance can result in very different HRM systems across parents and subsidiaries.”
Institutional Environments, Staffing Strategies, and Subsidiary Performance (2007, unknown): “In addition to these influences, the institutional environment in which a subsidiary is situated can also affect the optimum balance between a subsidiary’s employment of PCNs and HCNs.”
Understanding Agency Problems in Headquarters-Subsidiary Relationships in Multinational Corporations: A Contextualized Model (2018, methodology): “…foreign acquisitions, managing crossborder joint ventures, achieving legitimacy across locations, and designing effective agency remedies (e.g., Gong, 2003; Kogut & Singh; Kostova & Roth, 2002; Kostova & Zaheer; Roth & O’Donnell, 1996; Tihanyi, Griffith, & Russell, 2005; Xu & Shenkar, 2002).”
The Bridging Role of Expatriates and Inpatriates in Knowledge Transfer in Multinational Corporations (2016, background): “While Gong (2003) argued that expatriates are important for the efficient and effective transfer of tacit knowledge from HQ, we would argue that former inpatriates may be even more suited to pass on implicit and tacit knowledge to their fellow countrymen as they better understand the perspective of…”
Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities (2014, background): “Similarly, the use of parent-country national (PCN) expatriates to staff subsidiary operations has been shown to improve subsidiary labor productivity, particularly in new operations in culturally distant locations (Gong, 2003).”
Expatriate Knowledge Transfer, Subsidiary Absorptive Capacity, and Subsidiary Performance (2012, background): “More important to the subsidiaries, expatriates understand and have experience in utilizing their parent firm's knowledge base (especially technology), which, if transferred successfully, is expected to enhance subsidiary performance (Gong, 2003a; Hébert et al., 2005).”
The Impact of Added Cultural Distance and Cultural Diversity on International Expansion Patterns: A Penrosean Perspective (2011, unknown): “Research on this topic could draw upon prior work on MNE managers’ tasks and behaviour (Athanassiou and Nigh, 2000), on the staffing of subsidiaries and headquarters (Gong, 2003), on MNE managerial practices (Newman and Nollen, 1996), on the coordination mechanisms adopted (Gupta and Govindarajan, 1”
The barriers to effective global talent management: The example of corporate élites in MNEs (2010, background): “As a result, they are better equipped to deal with complexity of host country challenges (Frynas, Mellahi, & Pigman, 2006; Gong, 2003) than expats.”