Phallapa PetisonLalit JohriMahidol UniversityUniversity of Oxford2018-07-122018-07-122008-06-03Management Decision. Vol.46, No.5 (2008), 743-760002517472-s2.0-44449145999https://repository.li.mahidol.ac.th/handle/20.500.14594/19022Purpose - 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.Mahidol UniversityBusiness, Management and AccountingDecision SciencesArticleSCOPUS10.1108/00251740810873743