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Host Country National Employees’ Prosocial Behavior toward Expatriates in Foreign Subsidiaries: A Common Ingroup Identity Model Perspective

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  • Peltokorpi, Vesa

Abstract

Social categorization is predominately assumed to have negative effects on the prosocial behavior of host country national (HCN) employees toward expatriates in foreign subsidiaries. Challenging this assumption, I draw on the common ingroup identity model to propose that dual identity – simultaneous identification with membership in a subgroup and in a superordinate group – reduces HCNs’ intergroup biases and facilitates prosocial behavior. More specifically, I hypothesize that HCNs’ organizational identity has a moderating effect on the positive relationship between HCNs’ expatriate outgroup categorization and dual identity, such that this relationship is weaker when organizational identity is low. Furthermore, I hypothesize that dual identity mediates the relationship between expatriate outgroup categorization and two prosocial behaviors: information sharing and affiliative citizenship behavior. Results from the data collected from 1,290 HCN employees in Japan provide support for these hypotheses and the moderated mediation model.

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  • Peltokorpi, Vesa, 2020. "Host Country National Employees’ Prosocial Behavior toward Expatriates in Foreign Subsidiaries: A Common Ingroup Identity Model Perspective," International Business Review, Elsevier, vol. 29(2).
    • Handle: RePEc:eee:iburev:v:29:y:2020:i:2:s096959311930054x
    DOI: 10.1016/j.ibusrev.2019.101642
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    References listed on IDEAS

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    5. Michailova, Snejina & Fee, Anthony & DeNisi, Angelo, 2023. "Research on host-country nationals in multinational enterprises: The last five decades and ways forward," Journal of World Business, Elsevier, vol. 58(1).
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    7. Yamao, Sachiko & Yoshikawa, Toru & Choi, Daejeong & Toh, Soo Min, 2020. "When do host country nationals help expatriates? The roles of identification with the multinational enterprise and career development support by the subsidiary," Journal of International Management, Elsevier, vol. 26(3).

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