National Culture and Expatriate Deployment

National Culture and Expatriate Deployment

We hypothesize that expatriate deployment is a control function predicted by home country culture dimensions with transaction cost and agency repercussions (rather than culture in the aggregate). This departure from the traditional conceptualization and measurement of cultural impact also yields a h...

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Veröffentlicht in:Journal of international business studies 2008-12, Vol.39 (8), p.1293-1309
Hauptverfasser: Brock, David M., Shenkar, Oded, Shoham, Amir, Siscovick, Ilene C.
Format: Artikel
Sprache:eng
Schlagworte:
Assertiveness
Asymmetry
Business and Management
Business management
Business strategies
Business Strategy/Leadership
Business studies
Collectivism
Corporate culture
Costs
Culture
Economic models
Economic statistics
Economic theory
Empirical research
Expatriate employees
Expatriates
Foreign subsidiaries
Globalization
Host country
Human resources
Hypotheses
International Business
Job satisfaction
Labor economics
Management
Management science
Multinational corporations
National culture
Organization
Principal place of business
Studies
Subsidiaries
Subsidiary companies
Technology transfer
Transaction costs
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Beschreibung
Zusammenfassung:We hypothesize that expatriate deployment is a control function predicted by home country culture dimensions with transaction cost and agency repercussions (rather than culture in the aggregate). This departure from the traditional conceptualization and measurement of cultural impact also yields a hypothesized asymmetrical effect, which is tested for a multi-country sample of 236 multinational subsidiaries. Using multiple measures of national culture, hypotheses are supported, with assertiveness and power distance confirmed as prime predictors of expatriate deployment.
ISSN:0047-2506
1478-6990
DOI:10.1057/palgrave.jibs.8400361