Understanding ‘appropriateness’ in multinational organizations

Danielle Cooper · Lorna Doucet · Michael G. Pratt

80 citations0/0 files storedJournal of Organizational Behavior

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International Student and Expatriate Challenges Team Dynamics and Performance Global and Cross-Cultural Management

Abstract

Abstract Assessments of the appropriateness and inappropriateness of behaviors may influence conflict, cohesion, and goal attainment in multinational organizations (MNOs). We develop a model of appropriateness that illustrates how various arrangements in MNOs (e.g., geocentric staffing) may work to influence the likelihood of (in‐) appropriateness assessments as well as the magnitude of the reactions (positive or negative) to such assessments via their influence on members' ingroup‐outgroup categorizations. Copyright © 2007 John Wiley & Sons, Ltd.

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References

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