Cultural distance, expatriate staffing and subsidiary performance: The case of US subsidiaries of multinational corporations
By Saba S. Colakoglu, Paula M. Caligiuri. 2008
196 citations recorded by the source corpus.
Subfields: Communication, Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/fa69e9d78c782a92d8ae7a4f80f17b29f033535f
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In Communication
- Mike W. Peng
- Yi‐Ying Chang
- D. Brock
- Olivier Furrer
- Marina Dabic
- Tomasz Lenartowicz
- Klaus J. Templer
- Yaping Gong
In Organizational Behavior and Human Resource Management
In Strategy and Management
- W. Danis
- Mike W. Peng
- Yi‐Ying Chang
- D. Brock
- Olivier Furrer
- José Pla‐Barber
- Marina Dabic
- Fidel León-Darder
Citations in the corpus
- Expatriate Knowledge Transfer, Subsidiary Absorptive Capacity, and Subsidiary Performance (2012, background): “, test-taking motivation in Arvey, Strickland, Drauden, and Martin [1990]; motivation to learn in Colquitt and Simmering [1998]), but not for the task of knowledge transfer by expatriates.”
- Societal-Level Versus Individual-Level Predictions of Ethical Behavior: A 48-Society Study of Collectivism and Individualism (2013, background): “Colakoglu and Caligiuri (2008) report that there are over 65,000 MNCs with over 850,000 subsidiaries operating worldwide, and these numbers are expected to increase even more due to the continuing growth in globalization (Haslberger and Brewster 2009).”
- Personal attributes of expatriate managers, subordinate ethnocentrism, and expatriate success: a host-country perspective (2010, methodology): “742–744), and calculated by using Kogut and Singh's ( 1988 ) established formula (eg, see recent applications of the formula in this journal by Colakoglu and Caligiuri [ 2008 ] and Peltokorpi [ 2008 ]).”