Emerging giants, aspiring multinationals, and foreign executives: leapfrogging, capability building, and competing with developed country multinationals
The phenomenon of emerging‐market organizations appointing foreign executives from distant cultural contexts to headquarters positions has stirred public and academic interest. Emerging giants, aspiring multinationals, and even local organizations that focus entirely on domestic markets have joined...
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| Format: | Article |
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Wiley
2014
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| Online Access: | https://eprints.nottingham.ac.uk/52400/ |
| _version_ | 1848798717215244288 |
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| author | Arp, Frithjof |
| author_facet | Arp, Frithjof |
| author_sort | Arp, Frithjof |
| building | Nottingham Research Data Repository |
| collection | Online Access |
| description | The phenomenon of emerging‐market organizations appointing foreign executives from distant cultural contexts to headquarters positions has stirred public and academic interest. Emerging giants, aspiring multinationals, and even local organizations that focus entirely on domestic markets have joined the global hunt for management talent. This article reports why foreign executives from significant cultural distance are appointed to local headquarters positions, what they contribute, and why these positions are not filled with local executives. Data are sourced from in‐depth interviews with two sample groups in organizations founded and headquartered in Malaysia (46 foreign executives from 13 countries and 25 host‐country peers from three local ethnocultural groups). Triangulation of dyadic data from these two sample groups reveals a dichotomy between the initial reasons for which foreign executives are appointed and the continued reasons why some of these executives remain in their positions. |
| first_indexed | 2025-11-14T20:24:12Z |
| format | Article |
| id | nottingham-52400 |
| institution | University of Nottingham Malaysia Campus |
| institution_category | Local University |
| last_indexed | 2025-11-14T20:24:12Z |
| publishDate | 2014 |
| publisher | Wiley |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | nottingham-524002020-05-04T16:57:11Z https://eprints.nottingham.ac.uk/52400/ Emerging giants, aspiring multinationals, and foreign executives: leapfrogging, capability building, and competing with developed country multinationals Arp, Frithjof The phenomenon of emerging‐market organizations appointing foreign executives from distant cultural contexts to headquarters positions has stirred public and academic interest. Emerging giants, aspiring multinationals, and even local organizations that focus entirely on domestic markets have joined the global hunt for management talent. This article reports why foreign executives from significant cultural distance are appointed to local headquarters positions, what they contribute, and why these positions are not filled with local executives. Data are sourced from in‐depth interviews with two sample groups in organizations founded and headquartered in Malaysia (46 foreign executives from 13 countries and 25 host‐country peers from three local ethnocultural groups). Triangulation of dyadic data from these two sample groups reveals a dichotomy between the initial reasons for which foreign executives are appointed and the continued reasons why some of these executives remain in their positions. Wiley 2014-11-21 Article PeerReviewed Arp, Frithjof (2014) Emerging giants, aspiring multinationals, and foreign executives: leapfrogging, capability building, and competing with developed country multinationals. Human Resource Management, 53 (6). pp. 851-876. ISSN 0090-4848 foreign executive; local organization; internationalization; emerging markets; Asia https://onlinelibrary.wiley.com/doi/abs/10.1002/hrm.21610 doi:10.1002/hrm.21610 doi:10.1002/hrm.21610 |
| spellingShingle | foreign executive; local organization; internationalization; emerging markets; Asia Arp, Frithjof Emerging giants, aspiring multinationals, and foreign executives: leapfrogging, capability building, and competing with developed country multinationals |
| title | Emerging giants, aspiring multinationals, and foreign executives: leapfrogging, capability building, and competing with developed country multinationals |
| title_full | Emerging giants, aspiring multinationals, and foreign executives: leapfrogging, capability building, and competing with developed country multinationals |
| title_fullStr | Emerging giants, aspiring multinationals, and foreign executives: leapfrogging, capability building, and competing with developed country multinationals |
| title_full_unstemmed | Emerging giants, aspiring multinationals, and foreign executives: leapfrogging, capability building, and competing with developed country multinationals |
| title_short | Emerging giants, aspiring multinationals, and foreign executives: leapfrogging, capability building, and competing with developed country multinationals |
| title_sort | emerging giants, aspiring multinationals, and foreign executives: leapfrogging, capability building, and competing with developed country multinationals |
| topic | foreign executive; local organization; internationalization; emerging markets; Asia |
| url | https://eprints.nottingham.ac.uk/52400/ https://eprints.nottingham.ac.uk/52400/ https://eprints.nottingham.ac.uk/52400/ |