Impact of Headquarters’ Support on Boundary Spanners’ Competence Creation

In Japan, it has been recognized that Japanese MNCs are facing problems of localization. Concerns about international transfer of Japanese companies have been more focused on the international adaptability of Japanese production systems (e.g. Kumon & Abo, 2004). Schlunze (2002) studied the locational adjustment of Japanese manufacturing subsidiaries in Europe, and pointed out that Japanese transplants had started to adapt to local production practices where efficient operation was ensured. In 2007, Schlunze and Plattner (2007) argued a shift was needed from research in production systems to a more actor-centered approach as, in the global era, global managers need to adapt to various cultural environments within the global city network (Thrift, 2000; Sassen, 2001, as cited in Schlunze, 2012, p. 29). However, there seems to be little research focus on the topic of adjustment of Japanese managers in China. The purpose of this chapter is to investigate the relationship between corporate headquarters’ supporting practices, and trust and success of expatriate adjustment under corporate control mechanisms. To explore these issues, a conceptual model was developed for this investigation and is elaborated as follows.