Subsidiary-level outcomes of expatriate staffing: an empirical examination of MNC subsidiaries in the USA Online publication date: Wed, 10-Sep-2014
by Saba Colakoglu; Yuan Jiang
European J. of International Management (EJIM), Vol. 7, No. 6, 2013
Abstract: This study examines the relationship between expatriate staffing levels and subsidiary performance among the US subsidiaries of foreign companies headquartered in Europe and Japan. Expatriate staffing is hypothesised to be indirectly related to subsidiary performance - through its differential impact on four globally versus locally desired outcomes. Drawing from the MNC strategy literature, it is argued that expatriate staffing in subsidiaries will be positively related to subsidiaries' degree of shared vision with and the amount of knowledge transferred from their parent companies, but negatively related to their ability to become locally responsive to and their level of local adaptation to host markets. Based on liability of foreignness theory, these four intermediate mechanisms are proposed to be positively related to subsidiary performance. Results support some of the hypotheses and offer several new insights into the international staffing literature.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the European J. of International Management (EJIM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook