A paradox theory perspective of boundary spanning gains and losses: locally hired parent country nationals in emerging market multinational corporations

Xin Lu and Vesa Peltokorpi

Journal of Global Mobility, 2026, 1-26

Abstract: PurposeThis study, by examining how locally hired parent country nationals (PCNs) in emerging market multinational corporations (EMNCs) experience and manage paradoxical tensions through boundary-spanning practices, provides an integrative perspective of how the gains and losses of boundary spanning are co-produced.Design/methodology/approachDrawing on 73 semi-structured interviews with locally hired PCNs and organizational expatriates in Chinese MNC subsidiaries in Japan, this study employs an abductive analysis informed by paradox theory to identify boundary-spanning roles and the paradoxes associated with locally hired PCNs.FindingsLocally hired PCNs enact four boundary-spanning roles – coordinative link-pin, relational broker, operational mediator, and knowledge facilitator – that expose them to performing, belonging, organizing, and learning paradoxes. The same practices that provide benefits also create strain and vulnerability, suggesting that gains and losses are interdependent and co-produced. Furthermore, the findings suggest that paradox management reproduces and intensifies tensions for boundary spanners.Originality/valueThis study advances boundary-spanning research by theorizing gain–loss interdependence and conceptualizing boundary spanning as a paradox management practice. It also extends paradox theory by demonstrating how managing paradoxes may reinforce tensions and highlights the structurally ambiguous position of locally hired PCNs in EMNC subsidiaries.

Keywords: Boundary spanning; Paradox theory; Locally hired parent country nationals; Multinational corporations (search for similar items in EconPapers)
Date: 2026
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Persistent link: https://EconPapers.repec.org/RePEc:eme:jgmpps:jgm-05-2026-0065

DOI: 10.1108/JGM-05-2026-0065

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