Introduction

Weiwei Ji
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Weiwei Ji: Jinan University

Chapter 1 in Exploring Cross-Cultural Competence in East Asia, 2013, pp 1-21 from Palgrave Macmillan

Abstract: Abstract In today’s world economy, the cross-border activities of multinational corporations (MNCs) are increasing. Thus, the role of managers based in subsidiaries is gaining in significance (Rugman & Verberke, 2001; Au & Fukuda, 2002). At the organizational level, managerial competence development is crucial for the long-term survival of any business (Porter, 1985; Prahalad & Hamel, 1990). From an individual level, cross-border managers are major actors who drive the competence development of subsidiaries. Cross-cultural competence can create individual ability and behavior supporting the goal of managerial success. Furthermore, it can be measured based on the organization’s strategic success.

Keywords: Foreign Direct Investment; Human Resource Management; Cultural Competence; Foreign Affiliate; Boundary Spanner (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-36310-7_1

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DOI: 10.1057/9781137363107_1

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