Role Of Expatriates Research Articles

Control and co-ordination of Japanese subsidiaries in China: problems of an expatriate-based management system

This paper analyses the international management control (IMC) system that Japanese multinational companies (MNCs) employ to co-ordinate the activities of their subsidiaries in China. It focuses on the role of Japanese expatriates in this IMC system and assesses their performance. In the process, it offers a comprehensive evaluation of the organizational fit of the Japanese IMC model within the current Chinese business environment. Taking Japanese firms as the subject, the analysis identifies areas of incongruity and explains the underlying reasons for problems with expatriate-focused IMC models. In doing so, this paper argues that the Japanese expatriate-based control system in China (as in many other parts of the world) continues to be characterized by an insider-outsider mentality that prevents a real internationalization of overseas operations in the 'transnational' sense.

Of bears, bumble-bees, and spiders: the role of expatriates in controlling foreign subsidiaries

This article investigates the role of expatriate managers in multinational companies. We discuss three key organizational functions of expatriation: position filling, management development, and organization development. In the last function, organization development, international transfers are used as an informal coordination and control strategy through socialization and the building of informal communication networks. The article explores this role of international transfers in greater detail, but also discusses a more formal way in which expatriates can control subsidiaries. The following metaphors for these different control functions of expatriation are introduced: “bear” (formal direct control), “bumble-bee” (socialization), and “spider” (informal communication). A large-scale mail survey offers empirical evidence for the bear, bumble-bee and spider roles and shows under which circumstances they are most effective. Being aware of the different control functions of expatriation and the circumstances under which they are most effective can help managers to use expatriate assignments as a more strategic tool.

Sustaining Tourism Employment

Abstract This paper addresses some of the problems that arise out of the special characteristics history and circumstances have given to employment in the tourism sector. Impetus for the paper was provided by field work conducted in Sri Lanka and the Cook Islands as part of a Tourism Master Planning Consultancy, and my own experiences as a working chef during two periods in London. The findings provide a suitable stage for examining the perceived wisdom surrounding the nature of tourism employment. In particular, we emphasise that while tourism jobs provide value-added for both employer and holidaymaker through so-called ‘people skills’, these important skills seem not to be counted when remunerating employees. The role of expatriates in training is looked at, as is the role of government. We conclude with some concrete ideas about ways in which quality of experience at the workplace can be added for tourism employees. Without this, the long-term sustainability of this ‘people industry’ will be vulnerable.

The Role of Expatriates in the Management of Interdependence Complexity and Risk in Multinational Corporations

A multilevel analysis of environmental (country) and organizational (affiliate) factors is used to explain the differential utilization rates of U.S. nationals in overseas professional positions of a major U.S. bank with 84 branches in 43 countries. The research suggests that to the extent that the affiliates of a multinational corporation operate in environments with differing levels of political risk, cultural distance, and competition and have operations with different levels of complexity and interdependence, a single staffing policy may be inappropriate.