Staffing top management positions in multinational subsidiaries – a local perspective on expatriate management
Journal on GSTF Business Review, Vol. 2 No. 2, October 2012
Staffing top management positions in multinational subsidiaries – a local perspective on expatriate management
Małgorzata Rozkwitalska, Gdansk School of Banking, Poland
their multinational subsidiaries. As practice has proven,
MNCs, typically in the initial period of a subsidiary operation, delegate their management, usually to a trusted parent country national (PCN) or, which is less common, to a third country national (TCN) – an expatriate [1], [2]. The literature on international staffing including expatriate management is abundant and growing. Several major topics can be identified here with regards to two primary streams: 1) concerning expatriate management: a) effective selection criteria and selection mechanisms of a candidate for overseas assignments
[3]; b) the preparation and training of an expatriate for crosscultural interactions [3]; c) an expatriate’s adjustment to a foreign environment [4]; d) an expatriate’s performance appraisal and compensation [5]; e) the repatriation of managers into a company’s headquarters (HQ) [6]; f) the determinants of expatriates’ success (including cultural competence), their failure ratio and its costs [7], [8]; g) the role of an expatriate’s spouse and a female expatriate [6], [9];
2) concerning the staffing configuration: a) international staffing options [10]; b) the determinants and motives of staffing options, including strategic predispositions of MNCs
[11], [12], [13]; c) the effects of staffing choices [1]; d) the staffing trends and patterns [14], [3]; e) the Human Resource
Management (HRM) policy applied to international staffing
[15], [16]. The principal focus of the studies identified above is on PCNs and less attention has been paid so far to the effective utilization of TCNs and host country nationals
(HCNs) in staffing positions in multinational subsidiaries.
Moreover, MNCs’ headquarters’ points of view in
Staffing top management positions in multinational subsidiaries – a local perspective on expatriate management
Małgorzata Rozkwitalska, Gdansk School of Banking, Poland
their multinational subsidiaries. As practice has proven,
MNCs, typically in the initial period of a subsidiary operation, delegate their management, usually to a trusted parent country national (PCN) or, which is less common, to a third country national (TCN) – an expatriate [1], [2]. The literature on international staffing including expatriate management is abundant and growing. Several major topics can be identified here with regards to two primary streams: 1) concerning expatriate management: a) effective selection criteria and selection mechanisms of a candidate for overseas assignments
[3]; b) the preparation and training of an expatriate for crosscultural interactions [3]; c) an expatriate’s adjustment to a foreign environment [4]; d) an expatriate’s performance appraisal and compensation [5]; e) the repatriation of managers into a company’s headquarters (HQ) [6]; f) the determinants of expatriates’ success (including cultural competence), their failure ratio and its costs [7], [8]; g) the role of an expatriate’s spouse and a female expatriate [6], [9];
2) concerning the staffing configuration: a) international staffing options [10]; b) the determinants and motives of staffing options, including strategic predispositions of MNCs
[11], [12], [13]; c) the effects of staffing choices [1]; d) the staffing trends and patterns [14], [3]; e) the Human Resource
Management (HRM) policy applied to international staffing
[15], [16]. The principal focus of the studies identified above is on PCNs and less attention has been paid so far to the effective utilization of TCNs and host country nationals
(HCNs) in staffing positions in multinational subsidiaries.
Moreover, MNCs’ headquarters’ points of view in
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