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Weiwei Ji
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Weiwei Ji: Jinan University

Chapter 8 in Exploring Cross-Cultural Competence in East Asia, 2013, pp 136-143 from Palgrave Macmillan

Abstract: Abstract In summary this study shows how boundary-spanning organizations can make choices for leadership positions, what supports to provide, and how hybrid organizations and leaders can improve the effectiveness of those organizations in order to increase the chances of success for their organizations. The theory of MNC internationalization leads us infer that MNCs will continue to develop their cross-border activities rapidly for the foreseeable future. Thus, the role of “fast managers” leading overseas subsidiaries in MNC networks is likewise growing (Thrift, 2000). Since by ethnocentric predisposition MNCs prefer to use expatriates, expatriates play significant roles in the success of cross-border businesses. In order to succeed in the host country business environment, it is necessary to develop cross-cultural competence. Cross-cultural competence is a prerequisite for creating synergy in MNCs. Researchers have shown that synergy creation can make business units more competitive.

Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-36310-7_8

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DOI: 10.1057/9781137363107_8

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