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Roles of subsidiary managers in multinational corporations: The effect of dual organizational identification

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Listed:
  • Davina Vora

    (State University of New York at New Paltz)

  • Tatiana Kostova

    (University of South Carolina)

  • Kendall Roth

    (University of South Carolina)

Abstract

Abstract and Key Results ▪ Subsidiary managers are faced with complex managerial roles involving both the interests of the multinational corporation (MNC) and the subsidiary. We suggest complex roles are best fulfilled when managers develop dual organizational identification towards both entities. ▪ Based on a conceptualization of dual organizational identification in terms of relative magnitude, we test the effect of dual identification on subsidiary manager roles and role conflict. ▪ Results indicate that high identification with both entities is associated with high role fulfillment and that similarity in organizational identities directly affects role conflict.

Suggested Citation

  • Davina Vora & Tatiana Kostova & Kendall Roth, 2007. "Roles of subsidiary managers in multinational corporations: The effect of dual organizational identification," Management International Review, Springer, vol. 47(4), pages 595-620, October.
    • Handle: RePEc:spr:manint:v:47:y:2007:i:4:d:10.1007_s11575-007-0031-3
    DOI: 10.1007/s11575-007-0031-3
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    References listed on IDEAS

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