Retrospective questions: data quality,task difficulty,and the use of a checklist

Data from a national panel study with waves in 1987 and 1991 (N=1257), present evidence of the low accuracy of responses to retrospective questions, concerning both attitudes and behaviour. Applying a split ballot design, it is investigated whether using a checklist improves the response accuracy for a retrospective question about one single event: how respondents (N=363) did obtain the job they had four years ago. Furthermore interaction effects of ‘task difficulty’ are examined. The response accuracy indeed increases by using a checklist; however, this increase is not statistically significant. The expected increase of the checklist effect with higher ‘task difficulty’ appears for longer recall intervals, but not for more frequent changes of jobs. It turned out that for male respondents all the predicted effects are indeed clearly present. But for female respondents the checklist appeared to have no effect, irrespective of the task difficulty. A tentative explanation for this unexpected gender effect is suggested by pointing at indications that the male and female respondents differed in the way they obtained their job.     

On a 2 × 2 factorial design where the use of randomized response is one of the factors

This paper discusses a survey where some respondents were asked sensitive questions directly and others were asked the same questions using randomized response. The use of randomized response was a factor in a 2 × 2 factorial design and dice were used to perform the randomization. First, the paper shows that the perturbation due to the dice can be described using the concept of misclassification and known conditional misclassification probabilities. Second, the paper formulates the likelihood for loglinear models and shows that latent class software can be used to analyse the data. An example including a power analysis is discussed.     

The Long Emergence of a Modern Insurance Industry in China

Abstract

From 1949 through 1979, China had no insurance industry, as the state self-insured. Government policy was cautious and growth slow for the next 15 years, but since the early 1990s the pace of policy change has accelerated and the industry has grown at more than twice the gross domestic product. Nevertheless, the industry's development and market penetration, particularly in general insurance, remains extremely low by international standards, and continues to be retarded by a mix of forces. This paper examines the drivers for and against the long emergence of China's insurance industry, followed by a projection of the future development of the industry in China.     

The Bridging Role of Expatriates and Inpatriates in Knowledge Transfer in Multinational Corporations

Drawing on the knowledge‐based view of the firm, this article provides the first empirical study that explicitly investigates the relationship between different categories of international assignees and knowledge transfer in multinational corporations (MNCs). Specifically, we examine (1) the extent to which expatriate presence in different functional areas is related to knowledge transfer from and to headquarters in these functions and (2) the extent to which different categories of international assignees (expatriates vs. inpatriates) contribute to knowledge transfer from and to headquarters. We base our investigation on a large‐scale survey, encompassing data from more than 800 subsidiaries of MNCs in 13 countries. By disaggregating the role of knowledge transfer across management functions, directions of knowledge transfer, and type of international assignees, we find that (1) expatriate presence generally increases function‐specific knowledge transfer from and, to a lesser extent, to headquarters; and that (2) the relevance of expatriates and former inpatriates varies for knowledge flows between headquarters and subsidiaries. Additionally, we discuss implications for research and practice, in particular regarding different management functions and different forms of international assignments, and provide suggestions for future research. © 2015 Wiley Periodicals, Inc.     

Balancing global and local strategic contexts: Expatriate knowledge transfer,applications, and learning within a transnational organization

We investigate how expatriates contribute to the transnational firm's strategic objectives of global efficiency, national (”local”) responsiveness, and worldwide learning. We focus on expatriate knowledge application and experiential learning achievements, two assignment‐based outcomes of potential strategic value to the firm. We assess how the individual's everyday knowledge access and communication activities, measured by frequency and geographic extent, affect these assignment outcomes. Within our case organization, a prototype transnational firm, we find that expatriate knowledge applications result from frequent knowledge access and communication with the corporate headquarters and other global units of the firm. In contrast, their experiential learning derives from frequent access to hostcountry (local) knowledge that subsequently is adapted to the global corporate context. From a practical perspective, we conclude that experiential learning is an invaluable resource for both present and future corporate assignments. © 2007 Wiley Periodicals, Inc.     

Country‐of‐origin,localization, or dominance effect? An empirical investigation of HRM practices in foreign subsidiaries

This article contributes to two recurring and very central debates in the international management literature: the convergence vs. divergence debate and the standardization vs. localization debate. Using a large‐scale sample of multinationals headquartered in the United States, Japan, and Germany, as well as subsidiaries of multinationals from these three countries in the two other respective countries, we test the extent to which HRM practices in subsidiaries are characterized by country‐of‐origin, localization, and dominance effects. Our results show that overall the dominance effect is most important (i.e., subsidiary practices appear to converge to the dominant U.S. practices). Hence, our results lead to the rather surprising conclusion for what might be considered to be the most localized of functions—HRM—that convergence to a worldwide best practices model is clearly present. The lack of country‐of‐origin effects for Japanese and German multinationals leads us to a conclusion that is of significant theoretical as well as practical relevance. Multinationals might limit the export of country‐of‐origin practices to their core competences and converge to best practices in other areas. © 2007 Wiley Periodicals, Inc.     

Who's in Charge? An Empirical Study of Executive Staffing Practices in Foreign Subsidiaries

This study investigates executive staffing practices in foreign subsidiaries of multinational corporations. Grounded in a literature review of the reasons for employing either parent country nationals or host country nationals in top management positions in foreign subsidiaries, a number of factors influencing the choice between these alternatives are identified. Using a combination of an archival and mail survey research method, the influence of each of these factors is empirically tested with a sample of nearly 3000 observations. © 2001 John Wiley & Sons, Inc.