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Composing the top management team in the international subsidiary: qualitative evidence on international staffing in US MNCs in the Republic of Ireland

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dc.contributor.advisor
dc.contributor.author Collings, David G.
dc.contributor.author Morley, Michael
dc.contributor.author Gunnigle, Patrick
dc.date.accessioned 2017-03-20T16:26:59Z
dc.date.available 2017-03-20T16:26:59Z
dc.date.issued 2008
dc.identifier.issn 1090-9516
dc.identifier.uri http://hdl.handle.net/10344/5630
dc.description peer-reviewed en_US
dc.description.abstract International staffing is a central plank of enquiry in MNC research. In this context, much of the research effort has been dedicated to providing an understanding of expatriation from a headquarter perspective and on unearthing explanatory factors and situational issues associated with the expatriation of parent country nationals. Comparatively less is known about the utilisation of host country nationals (HCNs) and third country nationals (TCNs) in staffing key positions in MNC subsidiary operations. Drawing on the results of a qualitative study in the Irish context, the current paper presents a nuanced perspective on the staffing of MNC subsidiaries from a subsidiary perspective. We find that HCN and TCN employees play a key role in managing the U.S.-owned Irish subsidiaries investigated, most of which display a strong centralised control over their Irish subsidiaries. Our findings also point to a pattern of temporal evolution in the staffing policies pursued within the MNCs. Furthermore, our research lends support to the proposition that the use of HCNs and TCNs to staff senior positions in new expansions within the host country is higher where the expansion follows a wave of earlier investment in that location. We explicate our findings in the context of the enfolding literature and highlight the implications of the research for international staffing theory and practice. (C) 2007 Elsevier Inc. All rights reserved. en_US
dc.language.iso eng en_US
dc.publisher Elsevier en_US
dc.relation.ispartofseries Journal of World Business;43 (2), pp. 197-212
dc.relation.uri http://dx.doi.org/10.1016/j.jwb.2007.11.008
dc.rights This is the author’s version of a work that was accepted for publication in Journal of World Business. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of World Business, 43 (2), pp. 197-212, http://dx.doi.org/10.1016/j.jwb.2007.11.008 en_US
dc.subject expatriation en_US
dc.subject host country nationals en_US
dc.subject international HRM en_US
dc.subject international staffing en_US
dc.subject Ireland en_US
dc.subject MNC en_US
dc.subject USA en_US
dc.title Composing the top management team in the international subsidiary: qualitative evidence on international staffing in US MNCs in the Republic of Ireland en_US
dc.type info:eu-repo/semantics/article en_US
dc.type.supercollection all_ul_research en_US
dc.type.supercollection ul_published_reviewed en_US
dc.date.updated 2017-03-20T16:17:05Z
dc.description.version ACCEPTED
dc.identifier.doi 10.1016/j.jwb.2007.11.008
dc.rights.accessrights info:eu-repo/semantics/openAccess en_US
dc.internal.rssid 1133969
dc.internal.copyrightchecked Yes
dc.identifier.journaltitle Journal Of World Business
dc.description.status peer-reviewed


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