Expatriates of host-country origin: ‘coming home to test the waters’

Expatriates are an integral part of any multinational company's (MNC) staffing strategy. However, the high failure rate of expatriates has forced these firms to look at alternate or complementary staffing strategies. This paper focuses on one such strategy, i.e., transferring people of host-country ethnic origin from parent-country to manage host-country operations. The purpose of this exploratory study is to ascertain whether and how MNCs have used expatriates of host-country origin (EHCO) as a global staffing strategy, in the context of India, and the extent of its success both for the individuals and the organizations concerned.

Based on a survey and in-depth interviews of human resource managers of 15 MNCs with operations in India, the study concludes that EHCOs are more willing to accept expatriate assignments than parent-country nationals (PCNs); however, their success on the assignment depends on the breadth and depth of their experience both in the parent and host country. With regard to their work effectiveness vis-à-vis PCNs, no significant difference was found. Managerial implications of this staffing strategy are explored and future research directions identified.     

The effects of labour costs and workplace constraints on foreign direct investment among highly industrialized countries

Drawing on economic propositions underlying theories of foreign direct investment and organizational propositions underlying international human resource management strategic decision making, the theoretical model developed herein integrates two distinct but interrelated strategic HRM assessments. In deciding where to invest, multinational companies (MNCs) assess both (1) the net comparative labour cost advantages associated with alternative host-country IR systems and (2) the comparative flexibility afforded them by alternative IR systems to either transfer or create preferred HRM strategies abroad. The results of the present study indicate that, on average, MNCs from the major investor countries of the world give substantial weight to differences in national IR systems in deciding how much to invest across alternative high-skill, highwage countries. In particular, the evidence indicates that MNCs have invested more in countries with higher skills, lower compensation costs and lesser government and collective bargaining constraints on MNCs' flexibility to set the terms and conditions of employment or otherwise deploy preferred HRM practices abroad.     

Workplace Practices of Japanese and Australian Multinational Corporations Operating in Singapore,Malaysia and Indonesia

This article addresses occupational health and safety and equal employment opportunity in Australian and Japanese multinational corporations (MNCs) in Singapore, Malaysia and Indonesia. the author is concerned with how practices in these MNCs are affected by local conditions in the countries and examines the practices which occur, why different practices occur between countries and how practices interact with local political, cultural and social constraints. the article examines how MNCs adjust to prevailing workplace practices in Southeast Asia. It concludes that MNCs use some workplace practices employed in Australia as well as adapting their workplace practices to those which they either perceive to exist on a cultural and social level or are regulated by legislation in the host country.     

HRD in multinationals: the global/local mix

This article is concerned with how MNCs (multinational corporations) differ from indigenous organisations in relation to their human resource development (HRD) practices, and whether this relationship changes across countries. We question whether local isomorphism is apparent in the HRD practices of MNCs, or whether MNCs share more in common with their counterparts in other countries. A series of hypotheses are put forward and tested, using survey data from 424 multinational and 259 indigenous organisations based in the UK and Ireland. The results suggest a hybrid form of localisation, where MNCs adapt their practices to accommodate national differences, but that these adaptations do not reflect convergence to domestic practice. The results also indicate that MNCs are selective in the HRD practices that are adapted. Evidence from this study indicates that country differences in career traditions and labour market skill needs are key drivers in the localisation of associated HRD practice. In contrast, MNCs, irrespective of national context, adopt comparable systematic training frameworks, ie training‐need identification, evaluation and delivery.     

Labour standards application among Chinese and Indian firms in Ghana: typical or atypical?

Despite the current interest in the growing amount of Chinese and Indian investments in African countries, little is known on the impact of such investments on the employment conditions of African workers. This study investigates the employment practices of a Chinese-owned and an Indian-owned manufacturing company in Ghana in relation to the national labour laws and international labour standards. This article argues that given the weaknesses in the institutional and financial capabilities of the state and the resultant large scope of autonomy assumed by multinational corporations (MNCs), it is highly unlikely that MNCs will voluntarily adopt a high level of labour standards without tangible benefits to the business. This is particularly the case for smaller MNCs from emerging economies such as China and India, as they often slip through the net of international pressure groups and are most unlikely to receive pressure in their home country to observe labour standards in their overseas operations. This study has policy implications for Ghana and other less developed countries that are seeking foreign direct investment to help national development.     

The new multinational corporations from transition countries

In the last decade, outward foreign direct investment (FDI) from transition countries (TCs) has emerged. The new multinational corporations (MNCs) from TCs are quite different from the former “red multinationals” (1), we describe the emergence of these new MNCs (2) and then provide econometric testing of the relationship between outward FDI and the level of economic development in home country that fits with TCs (3).     

The nexus between country risk and exchange rate regimes: A global investigation

Using a sample of 110 countries over the period 1984–2013, this paper examines the impacts of country risks on choosing a specific exchange rate regime (first by utilizing the Levy-Yeyati and Sturzenegger de facto classification and then robusting it by the IMF de jure measurement) relative to other regimes via the panel multinomial logit approach. Empirical findings are as follows. First, in the full samples case we provide evidence that government is more likely to implement a flexible regime, but less likely to adopt a fixed regime, under a low level of composite and financial risk. Second, we find that Eurozone countries are more likely to choose a fixed exchange rate regime with a decrease in the level of country risk and favor a flexible regime in response to a shock from an increase of risk, which is opposite to non-Eurozone countries. Third, we note that high-risk countries are more likely to choose a fixed regime with a low level of composite and political risk in the government, but do not adjust the exchange rate regime as a shock absorber when facing economic and financial risks. It is interesting to see that those countries with relatively low risk display almost opposite results versus high-risk economies. Overall, we believe that it is critically important to account for political economy variables in a government’s exchange rate policy decisions, especially for country risks. All results are robust to the panel ordered probit model.     

Seventh EACES Conference: Globalisation and Economic Governance, Forli, 6–8 June 2002: A selection of summaries

In the last decade, outward foreign direct investment (FDI) from transition countries (TCs) has emerged. The new multinational corporations (MNCs) from TCs are quite different from the former “red multinationals” (1), we describe the emergence of these new MNCs (2) and then provide econometric testing of the relationship between outward FDI and the level of economic development in home country that fits with TCs (3).     

Multinational Corporations and Spillovers

This paper examines spillover effects of the activities of multinational firms. Such effects are most likely to be found in host countries, where the operations of foreign multinationals may influence local firms in the MNCs own industry as well as firms in other industries. However, there is no comprehensive evidence on the exact nature or magnitude of these effects, although it is suggested that host country spillovers vary systematically between countries and industries. In particular, the positive effects of foreign investment are likely to increase with the level of local capability and competition. The spillovers to the home countries of MNCs are often more difficult to identify, for various reasons. Earlier studies suggest that the effects are generally positive, but the increasing international division of labor within multinationals complicates the analysis. The impact on the home country is likely to depend on what activities these firms concentrate at home.     

Nexus between drivers of COVID-19 and country risks

COVID-19 has disrupted all spheres of life, including country risk regarding the exposure of economies to multi-dimensional risk drivers. However, it remains unexplored how COVID-19 has impacted different drivers of country risk in a probabilistic network setting. This paper uses two datasets on country-level COVID-19 and country risks to explore dependencies among associated drivers using a Bayesian Belief Network model. The drivers of COVID-19 risk, considered in this paper, are hazard and exposure, vulnerability and lack of coping capacity, whereas country risk drivers are economic, financing, political, business environment and commercial risks. The results show that business environment risk is significantly influenced by COVID-19 risk, whereas commercial risk (demand disruptions) is the least important factor driving COVID-19 and country risks. Further, country risk is mainly influenced by financing, political and economic risks. The contribution of this study is to explore the impact of various drivers associated with the country-level COVID-19 and country risks in a unified probabilistic network setting, which can help policy-makers prioritize drivers for managing the two risks.     

Context‐bound configurations of corporate HR functions in multinational corporations

Considerable attention has focused on how multinational corporations (MNCs) deal with the simultaneous pressures of globalization and localization when it comes to human resource management (HRM). HR function activities in this process, however, have received less focus. The study presented here identifies configurations of the corporate HR function based on international HRM (IHRM) structures, exploring how issues of interdependency shape corporate HR roles. The study is based on 248 interviews in 16 MNCs based in 19 countries. The findings are applied to develop a contextually based framework outlining the main corporate HR function configurations in MNCs, including new insights into methods of IHRM practice design. © 2010 Wiley Periodicals, Inc.     

Examining the overseas staffing options utilized by Australian headquartered multinational corporations

MNCs need to use a range of options to manage their international operations. The aim of this study was to enhance understanding of how MNCs staff international management positions using a sample of top Australian MNCs across a range of industries. The rationales executives gave for their MNCs' staffing of international management supported selecting managers with higher competency levels for complex overseas assignments. Staffing options were chosen to reduce risks from cultural friction, divergent goals, and asymmetry in knowledge between the parent company and the host operation, chiefly through staffing by parent country nationals (i.e. long-term expatriates, Australians or Westerners already living in the host country or abroad, domestic international managers). Host country managers were used to reduce risks that arose from not being responsive to the host environment and to avoid costs, and when they were least risky to the firm. By contrast, the staffing options also served practical purposes, including deploying expatriate managers to provide skills (competencies) and, less frequently, to develop managers for future management positions in the organization.     

Macroeconomic factors and firm’s cross-border merger and acquisitions

This study investigates the impact of macroeconomic variables on the wealth effects of cross-border acquisitions by Malaysian multinational companies. The sample consists of 159 cross-border acquisitions by Malaysian MNCs bidding in 22 countries around the world from 2000 to 2007. The macroeconomic variables examined in this study are foreign economic condition, GNP correlation between countries, and level of economic development of target country. The findings indicate that, foreign economic condition affects the wealth effect negatively, while the level of economic development of target country affects the wealth effect positively. Aside from the macroeconomic variables, we also find that English or non-English language, government’s rules index and the telecommunication infrastructure all play certain roles in the Malaysian cross-border acquisitions. Implied from this study is that, value creation of the Malaysian cross-border acquisitions is a function of the foreign economic condition and the level of economic development of the target foreign country.     

Building from below: subsidiary management moderation of employment practices in MNCs in China

The international human resource management literature has a long tradition of examining the impact of institutional differences on the employment practices adopted by multinational corporations (MNCs). The question of how actors make sense of institutional differences, however, has received less research attention. This study examines the enactment of employment practices as institutional differences are translated, contextualized and deployed by managers at subsidiaries of MNCs. Based on intensive case studies at two Japanese–Chinese joint-venture manufacturing plants, the study first shows that distinctive employment practices were adopted to manage the boundaries between employee groups. These distinctions are then explained by the institutional difference between the home country (Japan) and the host country (China) as well as the way that institutional differences were represented by the managers in the process of designing, developing and executing employment practices. The study therefore argues that country differences are not only assumed spaces, but are also a reservoir of management resources that are moderated, in the case of employment practices, by actors’ strategic choices and political actions before they are enacted in the subsidiary.     

Headquarter Reliance on Accounting Performance Measures in a Multinational Context

Headquarter (HQ) reliance on accounting performance measures (APMs) is studied in a European multinational organization. European MNCs typically manage their foreign operations as a portfolio of relatively independent national businesses (Bartlett and Goshal, 1989). In line with previous work on APMs in a limited country setting (Govindarajan, 1984; Brownell, 1987), the HQ relies less on APMs in monitoring domestic units that face environmental instability. However, in the case of geographically dispersed foreign subsidiaries, the HQ emphasizes APMs more when dynamism increases. The financial control pattern towards foreign subsidiaries is similar to Egelhof s (1988) findings in a broad sample of MNCs. This contrasting result is consistent with the greater cost and difficulty of using information-intensive alternatives to APMs for units that are geographically and culturally distant from the HQ. There is no indication that tight APM-based management would have a negative impact on work conditions of managers facing instability, but foreign managers find it more difficult to accept the evaluative framework if high reliance is placed on APMs when their environment is dynamic.     

Country risk and stock market volatility,predictability, and diversification in the Middle East and Africa

With globalization, an understanding of country risk (political risk (PR), financial risk (FR), and economic risk (ER)) and its impact on stock market return volatility and predictability is important for evaluating direct investment and country selection decisions in globally and regionally diversified portfolios. This paper examines these issues in the context of the Middle East and Africa (MEAF) and analyzes 10 stock markets in the region over the period 1984–1999. After examining volatility and predictability, this paper explains how portfolios of stocks can be formed from these countries in order to achieve mean–variance efficient portfolios. This paper generally finds that country political, financial and economic risks significantly determine stock volatility and predictability. The diversification exercise shows that an international investor can still benefit by diversifying into the stock markets of Middle East and African countries.     

Nationality background of MNC affiliates' top management and affiliate performance in Japan: knowledge-based and upper echelons perspectives

Drawing from the knowledge-based view of multinational corporations (MNCs) and the upper echelons perspective along with the theory of job demands, we examine the relationship between nationality background of MNC affiliates' top management (i.e. expatriates or host country nationals) and affiliate performance. Using a sample of 643 foreign MNC affiliates from 31 countries operating in Japan, we found that when the length of an affiliate operation was shorter, the affiliate performed better under the expatriate managing director rather than the Japanese managing director. We also found that when the size of an affiliate was larger and the length of operation was shorter, the affiliate performed better under the larger rather than smaller proportion of expatriates in the top management team. Implications for research and practice on top management staffing of MNC foreign affiliates are discussed.     

Parent cultural control of foreign subsidiaries through organizational acculturation: a longitudinal study

Organizational acculturation refers to changes in the work values of host-country employees in foreign subsidiaries. Although many multinational corporations practise cultural control of global operations, organizational acculturation has attracted very little academic research. In the present study, the subjects are Hong Kong Chinese managers employed in subsidiaries of multinational corporations from a European country. Longitudinal research was conducted over three years among an 'acculturation' panel, a control panel and a benchmark panel. The findings showed that organizational acculturation may have occurred in some of the work values measured. Implications of these findings for international firms are discussed in detail.     

Political culture and foreign direct investment: The case of Italy

Does the political culture of an area have any impact on the foreign direct investment (FDI) decisions of multinational corporations (MNCs)? This question is difficult to address empirically, as locations differ in many dimensions. We therefore address this question by examining MNC investment location decisions with regard to different regions within a single country. The country we examine is Italy, which exhibits one of the highest levels of variation with regard to the political culture of its geographical regions. We find that political culture as represented by the pattern of support for political parties at different points on the political spectrum has a significant impact on the MNC investment location decision. Thus, in choosing between locations on a short list, where economic and financial location factors are roughly similar, political culture can have a determining influence. In the case of Italy, a Center-right orientation is conducive to MNC FDI, while a Center-left orientation is not. A Far-left orientation is found to have a very negative effect on FDI.     

The phenomenon of young talent management in Russia—A context‐embedded analysis

This article describes the particularities of young talent management (TM) in Russia and explains them through a context‐specific analysis. It adopts a multilevel perspective that acknowledges the relevance of context at three levels: the macro environment, the organizational, and the individual. Data were gathered through 46 interviews with HR managers and young talents from six Russian companies and six Russian subsidiaries of foreign multinational companies (MNCs) active in a variety of industries. Following the contextualization approach, this study offers important insights into the interplay between macro, organizational, and individual factors as well as their isolated or interrelated effects on TM. While multilevel contextualization provides the rationale behind certain TM practices and the particular focus on young talents in Russia, it also explains why Russian companies are inspired by global best TM practices. Thus, contextualization allows for explaining the coexistence of a specific environment and nonspecific (global best) TM practices. Important particularities are revealed also when compared to the results of TM studies in other emerging countries. The article contributes not only to the TM discussion, but also to the wider field of international human resource management and the international management literature regarding contextualization.