The determinants of expatriate staffing by Japanese multinationals in Asia: control, learning and vertical business groups

By René Belderbos, M. Heijltjes. 2005

227 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/f99cb74e26fe4fbdbad7db18548459111b4e271a

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Offshoring innovation to emerging markets: Organizational control and informal institutional distance (2014, background): “Consequently, MNEs that engage in foreign market-based innovation require access to countryspecific knowledge (Belderbos & Heijltjes, 2005), particularly where this knowledge helps to attenuate the uncertainty bred by heightened TOII and DOII distances.”
Global cities and multinational enterprise location strategy (2013, background): “…the number of expatriates by parent employees, is particularly well suited to gauge the global integration of our sample of firms, given that Japanese firms are known to rely heavily on expatriates as the primary means of globally integrating their subsidiaries (Belderbos & Heijltjes, 2005).”
Institutional Environments, Staffing Strategies, and Subsidiary Performance (2007, unknown): “…have investigated the factors that influence the use of expatriates (Boyacigiller, 1990), the appointment of expatriates to senior positions (Belderbos & Heijltjes, 2005; Harzing, 2001), the strategic role of staffing decisions (Delios & Bjorkman, 2000; Welch, Fenwick & De Cieri, 1994) and…”
Perceived human resource management practices and intention to leave of employees: the mediating role of organizational citizenship behaviour in a Sino-Japanese joint venture (2009, background): “This is borne out of the Sino-Japanese joint ventures' extensive use of Japanese HRM styles in their overseas affiliates (Belderbos and Heijltjes 2005 ), where Chinese employees must increasingly work under Japanese management styles despite their historical rivalry (Chen, Hui and Sego 2005; Takeuc”
The Bridging Role of Expatriates and Inpatriates in Knowledge Transfer in Multinational Corporations (2016, result): “As previous studies have shown (Belderbos & Heijltjes, 2005; Gaur, Delios, & Singh, 2007; Kopp, 1994; Pudelko & Tenzer, 2013), Japanese MNCs have a much higher tendency to employ PCNs as managing directors.”
Multinational Firm Knowledge, use of Expatriates and Foreign Subsidiary Performance (2010, unknown): “The improved absorptive capacity enables the subsidiary personnel to search for and communicate with knowledge sources within the parent firm without the intensive involvement of expatriate managers (Belderbos and Heijltjes, 2005).”
National culture and expatriate deployment (2008, background): “example Belderbos and Heijltjes (2005) and Tung (1982) – we have very few third country nationals in our sample, so it is not feasible to differentiate”