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

Authors: Colakoglu, Saba¹; Tarique, Ibraiz²; Caligiuri, Paula¹

Source: International Journal of Human Resource Management, Volume 20, Number 6, June 2009 , pp. 1291-1308(18)

Publisher: Routledge, part of the Taylor & Francis Group

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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: expatriate; MNE staffing; subsidiary performance

Document Type: Research article

DOI: http://dx.doi.org/10.1080/09585190902909822

Affiliations: 1: School of Management and Labour Relations, Rutgers University The State University of New Jersey, Piscataway, NJ, USA 2: Management Department, Pace University, New York, USA

Publication date: 2009-06-01

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