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The impact of emerging markets on staffing the global organization:: A knowledge-based view

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  • Harvey, Michael G.
  • Speier, Cheri
  • Novicevic, Milorad M.

Abstract

As organizations become more global in their strategic orientation, the need for developing global managers becomes imperative. One of the distinguishing features of global organizations is to effectively manage global operations in a consistent manner but at the same time allow flexibility at the country level to effectively compete. Acquisition and sharing of tacit social knowledge necessary to work globally but with a contextual understanding of local markets require a unique set of management skills. The process of inpatriating host and third country nationals into the home country organization appears to hold significant potential in developing a pool of future global managers. This article presents a theoretical perspective to analyze the contextual factors influencing the staffing choice when to utilize expatriate and inpatriate managers in global organizations.

Suggested Citation

  • Harvey, Michael G. & Speier, Cheri & Novicevic, Milorad M., 1999. "The impact of emerging markets on staffing the global organization:: A knowledge-based view," Journal of International Management, Elsevier, vol. 5(3), pages 167-186.
    • Handle: RePEc:eee:intman:v:5:y:1999:i:3:p:167-186
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    Cited by:

    1. Dutta, Dev K. & Beamish, Paul W., 2013. "Expatriate Managers, Product Relatedness, and IJV Performance: A Resource and Knowledge-based Perspective," Journal of International Management, Elsevier, vol. 19(2), pages 152-162.
    2. Li, Shenxue & Scullion, Hugh, 2010. "Developing the local competence of expatriate managers for emerging markets: A knowledge-based approach," Journal of World Business, Elsevier, vol. 45(2), pages 190-196, April.
    3. Bader, Benjamin & Schuster, Tassilo, 2015. "Expatriate Social Networks in Terrorism-Endangered Countries: An Empirical Analysis in Afghanistan, India, Pakistan, and Saudi Arabia," Journal of International Management, Elsevier, vol. 21(1), pages 63-77.
    4. Shenxue Li & Hugh Scullion, 2006. "Bridging the distance: Managing cross-border knowledge holders," Asia Pacific Journal of Management, Springer, vol. 23(1), pages 71-92, March.
    5. Sana Mumtaz & Sadia Nadeem, 2024. "Examining the distinct role of expatriates in top management teams during international assignments: a systematic review and a way forward," Management Review Quarterly, Springer, vol. 74(3), pages 1669-1693, September.
    6. Stoian, Maria-Cristina & Tardios, Janja Annabel & Samdanis, Marios, 2024. "The knowledge-based view in international business: A systematic review of the literature and future research directions," International Business Review, Elsevier, vol. 33(2).
    7. Li, Shenxue & Easterby-Smith, Mark & Lyles, Marjorie A. & Clark, Timothy, 2016. "Tapping the power of local knowledge: A local-global interactive perspective," Journal of World Business, Elsevier, vol. 51(4), pages 641-653.
    8. Fan, Shea X. & Harzing, Anne-Wil, 2017. "Host country employees’ ethnic identity confirmation: Evidence from interactions with ethnically similar expatriates," Journal of World Business, Elsevier, vol. 52(5), pages 640-652.
    9. Peterson, Richard B., 2003. "The use of expatriates and inpatriates in Central and Eastern Europe since the Wall came down," Journal of World Business, Elsevier, vol. 38(1), pages 55-69, February.
    10. repec:jtr:journl:v:4:y:2012:i:1:p:78-113 is not listed on IDEAS

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