NATIONALITY, CULTURAL DISTANCE, AND EXPATRIATE STATUS: EFFECTS ON THE MANAGERIAL NETWORK IN A MULTINATIONAL ENTERPRISE
THE MANAGERIAL NETWORK IN THE MNE
Managers' Nationality and the Strength of Ties
Expatriate Status and the Strength of Ties
Site and Data Collection
NETWORK DESCRIPTION AND RESULTS
We study the role of three characteristics of international manager-nationality, cultural distance, and expatriate status, for their network ties. A network analysis of cross-subsidiary interactions among 457 managers in an MNE demonstrates that managers form strong expressive ties with peers with smaller cultural distance and from the same status group. However, managers form strong instrumental ties with peers who are different on these background characteristics. The implications for international management theory and practice are discussed.
Adler, Nancy J. 1997. International Dimensions of Organizational Behavior, 3rd ed. Cincinnati, OH: Southwestern Publishing.
Baker, Wayne E. 1992. The Network Organization in Theory and Practice. In N. Nohria, & R. G. Eccles, editors, Networks and Organizations: Structure, Form, & Action, Boston: Harvard Business School Press, 397-429.
Baliga, B. R., & Alfred M. Jaeger, 1984. Multinational Corporations: Control Systems and Delegation Issues. Journal of International Business Studies, 15:25-40.
Bartlett. Christopher A. & Sumantra Ghoshal. 1989. Managing Across National Borders. Cambridge, MA: Harvard Business School Press.
Birdseye, Meg G., & John S. Hill. 1995. Individual, Organizational/Work and Environmental Influences on Expatriate Turnover Tendencies: An Empirical Study. Journal of International Business Studies, 25:787-813.