A knowledge transfer perspective of strategic assignment purposes and their path-dependent outcomes

Abstract

Our research not only addresses the strategic purposes of expatriate assignments within multinational corporations but, unlike most earlier studies, extends the investigation to include their path-dependent outcomes. Adopting a knowledge transfer perspective we first re-define the principal assignment purpose categories of Edström and Galbraith (1977a) as business applications, organization applications and expatriate learning. These purpose categories are then conceptually related in terms of a four-part typological matrix based on individual-level knowledge-flow direction and role focus. Following a review of prior assignment purpose studies we posit that strategic expatriate assignment purposes should be considered not in isolation but relative to their potential outcomes. Adopting a single-case research design with multi-method data collection, we demonstrate the emergent nature of strategic assignment outcomes. It is shown for our transnational case organization that knowledge acquisition or learning by expatriates is an underestimated strategic assignment outcome, more so than either business or organization-related knowledge applications.

Subsidiary managers’ knowledge mobilizations: Unpacking emergent knowledge flows

“…Fundamentally, knowledge flows depend on human interactions and people"s abilities to transfer knowledge Argote, Ingram, Levine, & Moreland, 2000;Argote, McEvily, & Reagans, 2003;Noorderhaven & Harzing, 2009): it is not units as such that exchange knowledge, but individuals within those units. Previous studies that examined MNC knowledge flows from the perspective of the individual focused for example on expatriates (Bonache & Zárraga-Oberty, 2008;Crowne, 2009;Engelhard & Nägele, 2003;Hocking, Brown, & Harzing, 2004, 2007Lazarova & Tarique, 2005), knowledge workers (Sunaoshi, Kotabe, & Murray, 2005) or general knowledge sourcing efforts within MNCs (Teigland & Wasko, 2009). …”

“…Although some subsidiary managers were home country or third country nationals, most were host country nationals, and some had previously been expatriates. Having undertaken an international assignment in the past may help the subsidiary manager to "know-who" in developing a more-wide ranging interpersonal network (Dickmann & Harris, 2005;Hocking et al, 2004). …”

Long-term assignment reward (dis)satisfaction outcomes: hearing women’s voices

“…Organisations rely on assigning expatriates to fill skills gaps, train and develop local people and disseminate corporate culture and values. They also use expatriation to build their global talent pool (Haslberger and Brewster, 2009;Hocking, Brown and Harzing, 2004;McNulty and Brice, 2014). Hence, encouraging talented individuals to accept an international assignment and ensuring that they remain motivated while undertaking it are critical to organisational success in the global arena.…”

Expatriates, subsidiary autonomy and the overseas subsidiary performance of MNEs from an emerging economy

“…In the survey instrument, the expatriate percentage was calculated by dividing the number of expatriates in a subsidiary by the total number of employees in the subsidiary. Traditionally, expatriates are considered individuals of any national origin who are transferred outside their home country (Edstrom & Galbraith, 1977;Hocking, Brown, & Harzing, 2004). In the context of Chinese MNEs, expatriates are considered synonymous with individuals of Chinese nationality who work outside China (Belderbos & Heijltjes, 2005).…”