Ibraiz Tarique

A Model of Multinational Enterprise Subsidiary Staffing Composition

A large proportion of the multinational enterprise (MNE) literature focuses on parent country national (PCN) expatriates. The high costs of managing and supporting PCNs on foreign assignments, however, have made these assignments less attractive for MNEs and, as a result, MNEs are more actively exploring ways to effectively utilize third country nationals (TCNs) and host country nationals (HCNs), as well as PCNs to satisfy international subsidiary staffing needs. Grounded in the person–environment (P–E) fit theory, we delineate three environmental dimensions (strategic, national and organizational) to offer some propositions that may serve to guide this exploration. These propositions are based on an integrative model that examines the MNE subsidiary staffing composition under different combinations of strategic, national and organizational dimensions. We conclude with suggestions for future research.

Emerging issues and challenges in global staffing: a North American perspective

Multinational enterprises (MNEs) recognize that human resources play an important role in gaining a competitive advantage in todays highly competitive global business environment. While all aspects of managing human resources are important, staffing, continues to be an essential IHRM activity that helps MNEs in their need for coordination and control across widely dispersed units. As such, researchers and practitioners alike are interested in addressing the key issues and challenges in staffing the several types of employees that comprise the global or multinational workforce. We focus on three issues that have emerged in recent years regarding how MNEs staff their multinational workforce including: 1) managing different types of employee groups; 2) selection and management of employees posted to international assignments; and, 3) receptivity to international careers among early career individuals. We review these and then describe an empirical study conducted on the third issue.

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

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.

The Role of Cross-Cultural Absorptive Capacity in the Effectiveness of In-Country Cross-Cultural Training

Based on the theory of absorptive capacity, this study examines the following question. In the context of cross-cultural training, can the amount of previously accumulated cultural knowledge affect the ability of a trainee to absorb further learning about a new culture, thus enhancing total knowledge and presumably cross-cultural adjustment? In-country cross-cultural training was hypothesized to be more effective when the training components are divided and the sessions are distributed over time – resulting in increased cultural knowledge and greater cross-cultural adjustment. Results from an experimental design suggested that in-country cross-cultural training can increase cultural knowledge, when distributed over time. The results also suggested that the training group had greater differences between pre-training and post-training scores on cross-cultural adjustment, but the differences were not statistically different. The results, methodology and conclusions can be generalized to a variety of populations (e.g. international managers and expatriates) and organizations (e.g. multinationals). For international managers and expatriates, the results showed that in-country cross-cultural training, like predeparture cross-cultural training, is also a viable intervention for knowledge acquisition.

Collectivism and goal orientation as mediators of the effect of national identity on merit pay decisions.

Individual learning and performance goal orientations and collectivism are investigated as mediators of the relationship between national identity and merit pay allocation decisions. In a scenario-based study, a total of 563 English-speaking participants (168 United States, 212 Singaporeans and 192 Indonesians) completed questionnaires and allocated merit pay bonuses ranging from 0 to 20 per cent of base pay to four hypothetical high- and low-performing employees. General linear modelling was used to test the proposed mediational model. Results demonstrate that the effects of national identity on merit pay allocations are at least partially mediated by individual collectivism and goal orientations. Findings highlight the need for multinational organizations to be sensitive to differences in the orientations and values of employees across countries and to be cognizant of their role in merit pay decision making.

Antecedents of dynamic cross-cultural competence in adult third culture kids (ATCKs)

Purpose - – The “adult third culture kid” (ATCK) is an individual who has spent significant periods of childhood living outside his or her parents’ culture(s). Research is needed to identify specific experiential variables responsible for the development of components of cross-cultural competencies (CC) in ATCKs. The goal of this study is to gain insight into these relationships and provide a foundation for continuing investigation by examining how early international experience and personality variables impact CC in ATCKs. Specifically, the study examines how four components of early international experience and two characteristics of stable CC impact three dynamic characteristics of CC. Design/methodology/approach - – Study participants (159) had spent their childhood years living in one or more foreign countries. In all, 54 percent of the sample was women, and the average age was 22 (SD=1.52). None of the subjects had any international work experience, allowing us to look at the impact of non-work experience without the confounding effect found in other research of this type. Data were collected at the beginning and end of a three-week period. Findings - – There are five important predictors of CC in ATCKs: variety of early international experience (number of different countries lived in), language diversity (the number of languages they speak), family diversity (the number of different ethnicities in their familys background), and the personality trait of openness to experience. Research limitations/implications - – The generalizability of study findings is limited by the nature and size of the sample. In addition, the single source sample of this study is also a limitation, as single source samples are subject to common method bias. We reduced this potential bias by using a time lag (Podsakoff Practical implications - – The practical uses for the findings of this study by human resource management (HRM) professionals are in the areas of hiring and assignment of expatriate managers. Study findings provide HRM professionals with an initial set of criteria to assist in the process of identification and training of expatriate managers. Global organizations have traditionally used training to increase the pool of effective global managers. This study provides initial evidence that identification of individuals with early international experiences should prove a useful addition to the process of selecting candidates for foreign assignment. Social implications - – The practical uses for the findings of this study by HRM professionals are in the areas of hiring and assignment of expatriate managers. Study findings provide HRM professionals with an initial set of criteria to assist in the process of identification and training of expatriate managers. Global organizations have traditionally used training to increase the pool of effective global managers. This study provides initial evidence that identification of individuals with early international experiences should prove a useful addition to the process of selecting candidates for foreign assignment. Originality/value - – To the best of our knowledge this is one of the first studies to empirically examine ATCKs and provides a starting point for future researchers in this area. Obtaining a sample of ATCKs is extremely challenging.

Strategic talent management : contemporary issues in international context

Foreword Acknowledgements Part I. Mapping the Field of Strategic Talent Management: 1. Introduction: challenges for the field of strategic talent management Paul Sparrow, Hugh Scullion and Ibraiz Tarique 2. Multiple lenses on talent management: definitions and contours of the field Paul Sparrow, Hugh Scullion and Ibraiz Tarique Part II. Redefining the Boundaries of Strategic Talent Management: 3. A resource based view of talent management Cliff Bowman and Martin Hird 4. Managing expert talent Greg Linden and David J. Teece 5. A supply chain approach to talent management J. R. Keller and Peter Cappelli 6. Employer branding and career theory: new direction for research Graeme Martin and Jean-Luc Cerdin 7. A typology of talent management strategies Ibraiz Tarique and Randall Schuler Part III. Globalizing the Strategic Talent Management Agenda: 8. The strategic role of HA in the US and China: relationships with HR outcomes and effects of management approaches John W. Boudreau and Edward E. Lawler, III 9. Emerging markets and regional patterns in talent management: the challenge of India and China Jonathan Doh, Richard Smith, Stephen Stumpf and Walter G. Tymon, Jr 10. Globalizing the HR architecture: the challenges facing corporate HQ and international mobility functions Paul Sparrow, Elaine Farndale and Hugh Scullion 11. Strategic talent management: future directions Paul Sparrow, Hugh Scullion and Ibraiz Tarique Index.

Individual-Level Accelerators of Global Leadership Development

Abstract In this chapter we examine the individual-level accelerators of global leadership development as they affect the acquisition of cross-cultural competencies through both cross-cultural training and developmental cross-cultural experiences. Individuals’ cognitive ability, prior knowledge, and personality traits will accelerate the knowledge they gain from cross-cultural training. Their personality characteristics, language skills, motivation, and prior experience will facilitate the development of cross-cultural competencies from high-quality international experiences. We highlight an aptitude × treatment interaction approach whereby the level of a given individual-level attribute affects how global leaders will respond to instructional methods, cross-cultural experiences, or developmental opportunities. The chapter suggests that global leaders’ individual differences can accelerate (or possibly impede) the developmental gains in their cross-cultural competencies.

HRM Practice and Scholarship: A North American Perspective

Beginning in the 1980s, the focus of North American businesses began shifting from domestic to multinational to global. With the support of new technologies, the speed at which business was conducted increased dramtically. With these changes came the realization that competitive advantage could be seized and sustained through the wise utilization of human resources (Gupta & Govindarajan, 2001; Kanter, 1983; 1994; Porter, 1980; 1985). Reflecting these trends, both the practice of HRM within organizations and its study within academia have evolved accordingly.

Cultural agility and international assignees’ effectiveness in cross-cultural interactions

While many mutable competencies and immutable personality traits have been shown to have a direct positive relationship with international assignee success, this study examines whether a set of situation-specific cross-cultural competencies comprising cultural agility are also related to international assignee success. This study examines whether the combination of three situation-specific responses to cultural differences (cultural adaptation, cultural minimization and cultural integration) explain any additional variance in supervisors ratings of international assignee success above and beyond personality and cross-cultural competencies. To test this hypothesis, supervisor-rated of assignees’ effectiveness in working with host nationals was regressed on the number of international assignees’ cultural orientations. Controlling for personality and dynamic competencies, the overall model was significant explaining 17 per cent of the total variance. This study provides some preliminary evidence on the importance of expatriates’ possessing the ability to possess concurrent cultural orientations. The HR practices to foster cultural agility are discussed.