The Central European Perspective on Managerial Staff Development Practices in Local Subsidiaries of MNCs Operating in Eastern and Western Europe

The main goal of the chapter is to identify the differences in the scope of internal relationships among the elements composing managerial staff development (MSD) in local subsidiaries of multinational companies (MNCs) headquartered in Central Europe and operating in Eastern and Western Europe. The research sample was composed of 200 headquarters (HQs) of nonfinancial MNCs and their local subsidiaries. In the research process, some statistically significant differences between MNCs operating in Eastern and Western Europe have been identified. The correlation between the financial performance results of local subsidiaries and the advancement level of MSD appears to be higher in Eastern Europe, although the advancement level of MSD itself is higher in Western Europe. In Eastern Europe, the internal relationships among the elements composing MSD are numerous and with stronger ties than in Western Europe. MSD is of more complex and systems approach in Eastern Europe. Furthermore, here the higher the appraisal level of managerial staff’s competencies as a competitive factor, the more systems approach to MSD is practiced. In Western Europe, the higher the advancement level of individual components of MSD the less systems approach to MSD is preferred. Our study, therefore, contributes some original findings to the discipline of management science.