Publication: Managing local employees: expatriate roles in a subsidiary
Issued Date
2008
Resource Type
Language
eng
File Type
application/pdf
No. of Pages/File Size
32906 bytes
Rights
Mahidol University
Rights Holder(s)
Emerald Group
Bibliographic Citation
Management Decision. Vol.46, No.5 (2008), 743-760.
Suggested Citation
Phallapa Petison, Johri, Lalit Managing local employees: expatriate roles in a subsidiary. Management Decision. Vol.46, No.5 (2008), 743-760.. doi:https://doi.org/10.1108/00251740810873743 Retrieved from: https://repository.li.mahidol.ac.th/handle/20.500.14594/3118
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Title
Managing local employees: expatriate roles in a subsidiary
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Abstract
Purpose In order to identify expatriate roles in a subsidiary it is necessary to go beyond those functions
which are subservient to the headquarters. This paper sets out to prescribe a new spectrum of development
roles with respect to varying capabilities and development needs of local employees.
Design/methodology/approach The roles of expatriates are analyzed based on seven case studies
conducted with top automobile manufacturers in Thailand: Toyota Motor Thailand; Hino Motors
(Thailand); Honda Automobile (Thailand); Isuzu Motors (Thailand); BMW (Thailand); DaimlerChrysler
(Thailand); and Auto Alliance (Thailand).
Findings Four types of expatriate roles commander, conductor, coach, and connector are proposed;
the roles correspond to the degree of task readiness and managerial capabilities of local employees.
Practical implications The paper provides a tool that will help expatriates understand their roles
according to the technical skills and managerial capabilities of local employees.
Originality/value The paper offers practical advice for diagnosing expatriate roles and their training
prior to assignment to a subsidiary.