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International management strategies and expatriate practices of Taiwanese multinational corporations: a contingency perspective

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  • Chun-Hsiao Wang

    (National Central University)

  • Arup Varma

    (Loyola University Chicago)

Abstract

In this paper, we examine how the international management strategy (centralized, local, and global) of an MNC affects its expatriate practices, and whether there is a contingent framework between international management strategy and expatriate practices. Drawing on a sample of 126 large Taiwanese multinational corporations, we examine the effects of international management strategies on six expatriate practices—staffing policies, selection criteria, selection methods, training, performance evaluations, and spouse/family support. We find some support for our expectation that, at the headquarters level, the specific international management strategy that an MNC employs affects the choice of expatriate practices. Implications for theory and practice are discussed.

Suggested Citation

  • Chun-Hsiao Wang & Arup Varma, 2022. "International management strategies and expatriate practices of Taiwanese multinational corporations: a contingency perspective," Asian Business & Management, Palgrave Macmillan, vol. 21(1), pages 129-153, February.
    • Handle: RePEc:pal:abaman:v:21:y:2022:i:1:d:10.1057_s41291-020-00118-y
    DOI: 10.1057/s41291-020-00118-y
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    Cited by:

    1. Nasser Alhamar Alkathiri, 2024. "Determinants of Knowledge Transfer: Expatriate Competencies and Local Staff Absorptive Capacity," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 15(3), pages 14360-14378, September.

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