Portal de Periódicos da CAPES

Towards a conceptual framework for the relationship between subsidiary staffing strategy and subsidiary performance

2009; Routledge; Volume: 20; Issue: 6 Linguagem: Inglês

10.1080/09585190902909822

1466-4399

Saba Çolakoğlu, Ibraiz Tarique, Paula Caligiuri,

Family Business Performance and Succession

Abstract Staffing key management positions at host country subsidiaries is a strategic challenge for most MNEs. While previous research in this domain explored the antecedents of MNE subsidiary staffing decisions, strategic outcomes of different staffing patterns (e.g., using parent, host, or home country nationals) have been mostly overlooked. Drawing from the resource-based view of the firm, we develop a theoretical model that explains the links between different strategies for staffing key management positions in host country subsidiaries and the performance of those subsidiaries in their host markets and within their MNE networks. Further, we propose contingencies that moderate the relationship between subsidiary staffing strategy and host country and MNE network performance. Keywords: expatriateMNE staffingsubsidiary performance Notes 1. Although there are many variations of international employees within this general categorization based on nationality (Briscoe and Schuler Citation2004; Tarique et al. Citation2006), focusing on each and every type of international employee such as permanent transfers, second-generation expatriates, immigrants, or just-in-time assignees is beyond the scope of this paper. 2. For this contingency, use of polycentric vs. ethnocentric staffing approach is only considered since the distance concept is related to the existence of two distinct nationalities. Therefore, consideration of a geocentric staffing approach is not applicable.