Journal of Management

 

Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here to submit your manuscript electronically

Click here for more information

Sign In to gain access to subscriptions and/or personal tools.
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in ISI Web of Science
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via ISI Web of Science (7)
Right arrow Citing Articles via Google Scholar
Google Scholar
Right arrow Articles by Gong, Y.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati  
What's this?
Journal of Management, Vol. 29, No. 2, 259-280 (2003)
DOI: 10.1177/014920630302900207
© 2003 Southern Management Association

Toward a Dynamic Process Model of Staffing Composition and Subsidiary Outcomes in Multinational Enterprises

Yaping Gong

Department of Management of Organizations, Hong Kong University of Science and Technology, Clear Water Bay, Kowloon, Hong Kongmnygong{at}ust.hk

Subsidiary staffing composition is defined as the distribution of parent country nationals (PCNs), host country nationals (HCNs), and third country nationals (TCNs) in subsidiaries of multinational enterprises (MNEs). Subsidiary staffing composition varies along the dimension of nationality heterogeneity. The MNE staffing literature has mainly focused on expatriate PCNs and individual-level outcomes. This article develops a dynamic process model in which heterogeneity of staffing composition influences affective, behavioral, cognitive, and strategic outcomes, which in turn affect subsidiary financial performance. Drawing upon organizational learning and social identification theories, this article offers testable propositions regarding relationships between staffing composition and subsidiary outcomes, and changes in these relationships over time. Finally, it proposes a preliminary research program to test the model.


Add to CiteULike CiteULike   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati    What's this?