Abstract

Traditionally, multinational enterprises provided middle and top management from the mother country. They would only hire entry-level employees, such as workers, from the domestic country to control the subsidiary. However, local managers benefit from a shared background and culture with the local employees. Local managers can communicate and cooperate more effectively and smoothly with local employees than foreign mangers can. Therefore, multinational enterprises are increasingly selecting middle and top management from the local market. In this study, we aimed to determine the decision factors that influence the selection of local middle and top management from the perspective of human capital. We attempt to help multinational enterprises to choose and hire middle and top management from local markets. We first identified four dimensions and fourteen criteria according to the literature using the modified Delphi method. Then, DANP (decision making and trial evaluation laboratory (DEMATEL)-based analytic network process) was employed to determine the weights of each criterion or sub-criterion. Academic experts and top managers in multinational enterprises (Taiwanese companies in Vietnam) provided their opinions for data analysis. The results showed that positive psychological capital, managerial competencies, integration, and professional competencies were the four important factors that multinational enterprises consider when they select middle and top management from the local market. We further discussed the theoretical and practical implications of the results.

Highlights

  • The competitive advantage of multinational enterprises lies in its adaptable human capital, which determines whether the various activities of the enterprises can be executed with accuracy and efficiency

  • Four dimensions and fourteen criteria were selected from the literature review. These dimensions and criteria were included in modified Delphi questionnaire to evaluate the importance of the dimensions and criteria and to determine whether all dimensions and criteria could be reserved for further DANP analysis

  • Based on a literature review and a questionnaire survey administered to academic experts and industry experts in Taiwanese companies in Vietnam, we identified the dimensions and criteria for the selection of local middle and top management in multinational enterprises

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Summary

Introduction

The competitive advantage of multinational enterprises lies in its adaptable human capital, which determines whether the various activities of the enterprises can be executed with accuracy and efficiency. Human capital is a crucial source of modern competitiveness, and a growing amount of importance is attached to it [1]. Multinational enterprises are in greater need of international strategic human resource management when they are staffing, so that they can cultivate crucial talent to deal with various matters and achieve technology transfers. They must attach importance to the local culture, economy, politics, and law. The parent-company, Mathematics 2020, 8, 1396; doi:10.3390/math8091396 www.mdpi.com/journal/mathematics

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