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National culture and expatriate deployment

Author

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  • David M Brock

    (Department of Business Administration, Guilford Glazer School of Business and Management, Ben-Gurion University, Israel)

  • Oded Shenkar

    (Fisher College of Business, The Ohio State University, Columbus, USA)

  • Amir Shoham

    ([1] 3School of Business Administration, College of Management, Rishon Le Zion, Israel [2] 4Sapir Academic College, Sderot, Israel)

  • Ilene C Siscovick

    (Mercer Human Resource Consulting)

Abstract

We hypothesize that expatriate deployment is a control function predicted by home country culture dimensions with transaction cost and agency repercussions (rather than culture in the aggregate). This departure from the traditional conceptualization and measurement of cultural impact also yields a hypothesized asymmetrical effect, which is tested for a multi-country sample of 236 multinational subsidiaries. Using multiple measures of national culture, hypotheses are supported, with assertiveness and power distance confirmed as prime predictors of expatriate deployment. Journal of International Business Studies (2008) 39, 1293–1309. doi:10.1057/palgrave.jibs.8400361

Suggested Citation

  • David M Brock & Oded Shenkar & Amir Shoham & Ilene C Siscovick, 2008. "National culture and expatriate deployment," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 39(8), pages 1293-1309, December.
    • Handle: RePEc:pal:jintbs:v:39:y:2008:i:8:p:1293-1309
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