Toward a Dynamic Process Model of Staffing Composition and Subsidiary Outcomes in Multinational Enterprises

By Yaping Gong. 2003

124 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/e622674ff641a96aeefc214386333be64df35be4

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In Communication

In Organizational Behavior and Human Resource Management

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Citations in the corpus

A critical examination of Hofstede's thesis and its application to international reward management (2005, background): “Recent research on multinational corporations (Gong, 2003 ; Salk and Shenkar, 2001 ) has highlighted the important role that cultural values play in shaping cognitive processes across subsidiaries, suggesting that examining affective and cognitive processes has far-reaching implications for intern”
Cultural distance, expatriate staffing and subsidiary performance: The case of US subsidiaries of multinational corporations (2008, background): “Expatriates may cause interpersonal friction due to poor intercultural communication and they may produce an ‘us versus them’ mentality between the local and expatriate employees (Kopp 1994 ; Gong 2003b ).”
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).”
Selection for international assignments (2009, background): “…parent country nationals and third country nationals) has an impact on the performance of the subsidiary (Colakoglu, Tarique & Caligiuri, in press; Gong, 2003) depending on the fit between the mix of parent country nationals and third country nationals and the subsidiary's internal and external…”
Subsidiary Staffing in Multinational Enterprises: Agency, Resources, and Performance (2003, background): “Further, since staffing composition at the workforce level may impact individual and subsidiary level outcomes (Gong, 2003), staffing choices at the workforce level cannot be ignored either.”
Foreign subsidiary CSR as a buffer against parent firm reputation risk (2020, background): “Hiring a local country head is considered an important measure of the localization of foreign subsidiaries (Gong, 2003; Widmier, Brouthers, & Beamish, 2008).”
Flexibility-Oriented HRM Systems, Absorptive Capacity, and Market Responsiveness and Firm Innovativeness (2013, background): “…repertoire of knowledge and skills are better able to recognize and assimilate information from different segments of the external environment (Gong, 2003; Huber, 1991) because they are more likely to have prior related knowledge for each segment and such knowledge overlap facilitates…”
Global staffing: a review and thematic research agenda (2009, background): “This interest is stimulated to a large degree by the fact that an appropriate mix of parent country nationals (PCNs), host country nationals (employees from the subsidiary location) (HCNs) and third country national (employees from a country other than the home or host country but operating in the h”
Managerial decision-making in international business: A forty-five-year retrospective (2011, background): “It has also served as an important theoretical basis to describe firms’ choice of entry mode, management of international human resources, and knowledge transfer processes within and between firms (Gong, 2003; Simonin, 2004).”