The Paradox of Dueling Identities: The Case of Local Senior Executives in MNC Subsidiaries

The competing influences of national identity on the negotiation of ideal worker expectations: Insights from the Sri Lankan knowledge work industry

“…As noted previously, the conclusions of existing work presents a contested picture of the way national identity influences responses to work expectations perceived as westernized (Pal, 2016;Rajahyaksha and Smita, 2004;Srinivas, 2013;Tienari, 2005;Yousfi, 2014;Zhang et al, 2006). In this paper we explore how Sri Lankan employees in knowledge intensive industries are influenced by their national identity when negotiating ideal worker expectations in globalized organizations.…”

“…In the following section we outline how, despite an increasing awareness that national identity has complex influences on the social context, our understanding of how national identity may influence, or be influenced by, individual negotiation of ideal worker expectations in globalized settings is limited (Jack and Lorbiecki, 2007;Zhang et al, 2006).…”

“…Existing research has only begun to acknowledge the potential for intersecting social identities to influence individual negotiation of ideal worker expectations (Jack and Lorbiecki, 2007;Tienari et al, 2002;Zhang et al, 2006). As a result, our understanding of how these influences play out in a globalized work context is limited.…”

A review of foreign business management in China

“…• Guanxi network and foreign firm performance (Luo, 1997a;Luo & Chen, 1997) • Various alliance strategies and networks on foreign firm performance (Gao et al, 2008b;Li, 2005;Murray et al, 2005) • Intra-firm and inter-firm linkage and foreign firms' location choices (Chen & Chen, 1998) • Operation and management influences on alliance performance, including personal attachment, trust, procedural justice, and economic integration (Luo, 2001a(Luo, , 2002e, 2005a(Luo, , 2008 • The stability of local firms due to their allying with foreign firms (Guthrie, 2005) & Lu, 1999a;Nauman, 1993;Selmer, 1999;Sergeant & Frenkel, 1998;Taylor, 1999;Wong & Law, 1999) • Interactions between foreign subsidiaries and critical local actors (Luo, 2001c(Luo, , 2006bPeng, 2000;Zhang et al, 2006) • Local operations and strategies adopted by MNEs and their subsidiaries in China (Brookfield & Liu, 2005;Child & Tsai, 2005;Fryxell et al, 2004;Gamble, 2006a;Gao et al, 2008a;Ghauri & Fang, 2001;Law et al, 2003;…”

“…Others focused on specific aspects of operations in China such as negotiations with Chinese managers (Ghauri & Fang, 2001;Shi, 2001a), accumulating experience and capability building (Gao, Pan, Lu, & Tao, 2008a;Luo, 2002f), local responsiveness and resource commitment (Fryxell, Butler, & Choi, 2004;Luo, 2001bLuo, , 2004, and the management of expatriate and local personnel (Gamble, 2006a, Law, Tse, & Zhou, 2003Peng & Beamish, 2007;Zhang, George, & Chan, 2006). Specific local strategies and tactics have been examined as well, such as local sourcing practices (Brookfield & Liu, 2005), anti-piracy strategy and IP protection (McGaughey, Liesch, & Poulson, 2000;Yang, 2005;Yang, Fryxell, & Sie, 2008), and local environmental protection policy (Child & Tsai, 2005).…”