International management strategies and expatriate practices of Taiwanese multinational corporations: a contingency perspective

Chun Hsiao Wang, Arup Varma

Research output: Contribution to journalArticlepeer-review

2 Scopus citations

Abstract

In this paper, we examine how the international management strategy (centralized, local, and global) of an MNC affects its expatriate practices, and whether there is a contingent framework between international management strategy and expatriate practices. Drawing on a sample of 126 large Taiwanese multinational corporations, we examine the effects of international management strategies on six expatriate practices—staffing policies, selection criteria, selection methods, training, performance evaluations, and spouse/family support. We find some support for our expectation that, at the headquarters level, the specific international management strategy that an MNC employs affects the choice of expatriate practices. Implications for theory and practice are discussed.

Original languageEnglish
Pages (from-to)129-153
Number of pages25
JournalAsian Business and Management
Volume21
Issue number1
DOIs
StatePublished - Feb 2022

Keywords

  • Contingency perspective
  • Expatriate practices
  • International management strategies
  • Multinational corporations
  • Taiwan

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