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The use of expatriates and inpatriates in Central and Eastern Europe since the Wall came down

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  • Peterson, Richard B.

Abstract

This study reports the results of interviews with key officials of 46 Western European and American multinational subsidiaries and joint ventures in the Czech Republic, Poland, Hungary, Bulgaria and Romania. The focus of our questions related to the role of expatriates in their operation, strengths and weaknesses of the local staff, and some miscellaneous issues. We found that the key human resource role of the multinational was to expose the local staff to a market economy; to instill world standards of performance; and provide training and functional expertise. Questions are raised as to whether this set of knowledge, skills and expectations can be spread beyond the multinationals to domestic-owned firms and state enterprises. Comparisons and contrasts were also made with the multinationals' experience in other parts of the world. Finally, four propositions were advanced for future testing.

Suggested Citation

  • 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.
    • Handle: RePEc:eee:worbus:v:38:y:2003:i:1:p:55-69
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    References listed on IDEAS

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    1. Scullion, Hugh & Brewster, Chris, 2001. "The management of expatriates: messages from Europe?," Journal of World Business, Elsevier, vol. 36(4), pages 346-365, January.
    2. Harzing, Anne-Wil, 2001. "Of bears, bumble-bees, and spiders: the role of expatriates in controlling foreign subsidiaries," Journal of World Business, Elsevier, vol. 36(4), pages 366-379, January.
    3. 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.
    4. Harvey, Michael G. & Buckley, M. Ronald, 1997. "Managing inpatriates: Building a global core competency," Journal of World Business, Elsevier, vol. 32(1), pages 35-52, April.
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    Cited by:

    1. Collings, David G. & Morley, Michael J. & Gunnigle, Patrick, 2008. "Composing the top management team in the international subsidiary: Qualitative evidence on international staffing in U.S. MNCs in the Republic of Ireland," Journal of World Business, Elsevier, vol. 43(2), pages 197-212, March.
    2. Sarabi, Almasa & Froese, Fabian J. & Hamori, Monika, 2017. "Is inpatriate assignment experience a ticket to the top of a foreign subsidiary? The moderating effect of subsidiary context," Journal of World Business, Elsevier, vol. 52(5), pages 680-690.
    3. Rickley, Marketa & Karim, Samina, 2018. "Managing institutional distance: Examining how firm-specific advantages impact foreign subsidiary CEO staffing," Journal of World Business, Elsevier, vol. 53(5), pages 740-751.
    4. Schmid, Stefan & Wurster, Dennis J., 2017. "International work experience: Is it really accelerating the way to the management board of MNCs?," International Business Review, Elsevier, vol. 26(5), pages 991-1008.

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