Sending expats or hiring locals The impact of communication barriers on foreign subsidiary CEO staffing

2020 ◽  
Vol 14 (5) ◽  
pp. 891
Author(s):  
Helene Tenzer ◽  
Matthias Schulz ◽  
Hendrik Klier ◽  
Christian Schwens
2019 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Helene Tenzer ◽  
Hendrik Klier ◽  
Christian Schwens ◽  
Matthias Schulz

1992 ◽  
Vol 10 (4) ◽  
pp. 423-438 ◽  
Author(s):  
J McCalman

In this paper the current state of development in the electronics industry and the impact that foreign investment has on peripheral economies are examined. With the Scottish electronics industry as an example, the likely impact on the growth of indigenous firms from Japanese and US investment is explored. The author argues in favour of a more direct policy role for government in assisting the establishment of growth in spin-off indigenous firms from the foreign subsidiary base currently present in the Scottish electronics industry.


2021 ◽  
Vol 14 (1) ◽  
pp. 249
Author(s):  
Chan Bok Kim ◽  
Seong-Jin Choi ◽  
Luyao Zhang

This paper investigates how cultural distance, the local experience of a foreign subsidiary, and the intensity of local competition jointly affect the staff localization of MNEs’ subsidiaries. While previous studies on the effects of cultural distance have mainly focused on the gap between home and host countries, we extend the existing “home-host” country perspective to the home-intermediary-host country relationship. This study regards Korea as an intermediary country and utilizes 520 observations from a unique survey conducted by the Export-Import Bank of Korea from 2006 to 2013. The results suggest that the impact of cultural distance on staff localization is a function of local experience and competitive environment in the home-intermediate-host relationship structure. This paper makes a theoretical contribution to our understanding of the behavior of multinational corporations by expanding the cultural distance perspective between the home and host countries explored in previous research to the home-subsidiary-subsidiary structure.


2020 ◽  
Vol 10 (3) ◽  
pp. 345-355
Author(s):  
I Wayan Wirata ◽  

The Jnana Buddha Siva ritual is an implementation part of Siva Siddhanta. The implementation of the teaching implies the existence of the spirit (Atman) who resides in each individual. This is done as part of the devotee's experience and knowledge (Bhakta) in carrying out his spiritual activities. In implementing the teachings of Jnana Buddha Siva is always oriented to the greatness of Siva as the focus of worship offerings of the Almighty God. The observation was carried out on the informant of Sampradaya Jnana Buddha Siva as such: follower and head or other informants who knew Jnana Buddha Siwa Teaching. The analysis was carried out with data and information from Sampradaya Jnana Buddha Siva. The results showed as follows: The form of socio-religious of Sampradaya Jnana Buddha Siva in Lombok, West Nusa Tenggara through sympathetic communication; Barriers to socio-religious that are faced with it is not the implementation of religious activities carried out jointly, because there are differences in the procedures for carrying out religious activities between Sampradaya Jnana Buddha Siva with Lombok West Nusa Tenggara people; and the impact of socio-religious carried out is the increasingly close relationship between the Jnana Buddha Siva with the people of Lombok, where the Jnana Buddha Siva feel themselves to be part of the citizens of the West Nusa Tenggara community in general and Lombok in particular. The implication of this study, such as increasing integration of Hindu community, development of Hindu religion, and enhancing cohesiveness members of Buddha Siva teaching.


2007 ◽  
Vol 5 (1) ◽  
pp. 482-492
Author(s):  
Jamie D. Collins ◽  
Christopher R. Reutzel ◽  
Dan Li

Despite of the extensive research on the choice of how to structure a new foreign subsidiary in the international business literature, few studies have explored how the initial foreign entry mode impacts a multinational’s subsequent activities in the host market. Drawing insights from prospect theory, this paper addresses how a multinational’s entry mode influences the firm’s reaction to negative subsidiary performance. Specifically, we argue that the entry mode (ownership structure of a multinational’s subsidiary) affects the firm’s potential for escalation of commitment to a poorly performing subsidiary. Further, we argue that the relationship between entry mode and a multinational’s escalation of commitment is moderated by three factors – institutional distance between the home and the host country, cost of exiting the host market, and the parent firm’s prior performance. This paper contributes to the literature by presenting the case that initial entry mode influences a multinational’s post-entry activities


Sign in / Sign up

Export Citation Format

Share Document