A theory-based framework for strategic global human resource staffing policies and practices

Perceptions of task cohesiveness and organizational support increase trust and information sharing between host country nationals and expatriate coworkers in Oman

“…Trust has long been established as a social lubricant that can smooth social interactions (Arrow, 1974) and enable cooperation. Anecdotal evidence suggest that HCNs may trust or distrust expatriates based on their perceptions of them as ''watchdogs'' for headquarters, or as experts sent to help the host unit (Harvey, Speier, & Novecevic, 2001). Even though the antecedents and benefits of trust have been intensively studied over the past few decades (Schoorman, Mayer, & Davis, 2007), the building of trust and trust as a mechanism for increasing HCNs' willing to share information with expatriates have not been currently tested.…”

The role of core self-evaluation, ethnocentrism, and cultural intelligence in study abroad success

“…Some studies have analyzed global mindset at both the individual and organizational levels. Harvey, Speier and Novicevic (2001) showed high levels of global mindset were positively associated with sustainable competitive advantages. As a consequence of global mindset, both organizations and their individual employees consistently performed better in dynamic environments characterized by global complexity (Ashkenas, Ulrich, Jick, & Kerr, 1995;Gupta & Govindarajan, 2002).…”

Subsidiary Interdependencies and International Human Resource Management Practices in German MNCs

“…in order to increase the coordination capabilities within MNcs such frictions should thus be minimized. a manager's ability to minimize such difficulties and to promote mutual understanding, trust and commitment in the relationships with other subsidiary managers increases with his/her international experience (e.g., Kamoche 1996;harvey et al 2000). Given this role of international experience for managing interdependence, we argue that employing internationally experienced managers at subsidiary level facilitates the coordination of MNcs and the development of coordination capabilities.…”