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Subsidiary country managers and subsidiary development: Upper echelons and resource-based perspectives

Raziq, Muhammad Mustafa; Benito, Gabriel R G; Igoe, Josephine
Journal article, Peer reviewed
Accepted version
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URI
http://hdl.handle.net/11250/2637336
Date
2019
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  • Publikasjoner fra CRIStin - BI [630]
  • Scientific articles [1334]
Original version
German Journal of Human Resource Management. 2020   10.1177/2397002219898184
Abstract
This article examines the relationship between subsidiary country manager-level factors and subsidiary development. As existing research on subsidiaries in multinational enterprises has focused on the organizational level, thus overlooking the individual level, it offers little insight regarding the role and importance of country managers for subsidiaries. Drawing upon upper echelons theory, resource-dependence theory, and the resource-based view, we argue that subsidiary development is contingent on country manager characteristics, and that country manager assignments are less likely when the host country is perceived as being of limited strategic importance to the multinational enterprise. Survey data from 429 foreign-owned subsidiaries in New Zealand provide support for our hypotheses. We derive some theoretical and managerial implications based on the findings.
Publisher
Sage
Journal
German Journal of Human Resource Management
Copyright
Copyright policy of SAGE, the publisher of this journal: Authors “may post the accepted version of the article on their own personal website, their department’s website or the repository of their institution without any restrictions."

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