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The ethnocentric staffing policy in multinational corporations a self-fulfilling prophecy

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References

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Cited by

2014Knowledge transfer in multinational corporations: Productive and counterproductive effects of language-sensitive recruitment178 cited
2007The effect of international staffing practices on subsidiary staff retention in multinational corporations94 cited
1994Multinational Companies and Human Resource Management: an Overview of Research Issues168 cited
1998International human resource management in developing and transitional economy countries: A breed apart?57 cited
2013Subsidiary control in Japanese, German and US multinational corporations: Direct control from headquarters versus indirect control through expatriation48 cited
2015Lessening the divide in foreign subsidiaries: The influence of localization on the organizational commitment and turnover intention of host country nationals43 cited
2019Embeddedness and the repatriation intention of assigned and self-initiated expatriates41 cited
2017Rethinking Ethnocentrism in International Business Research38 cited
1997Global integration without expatriates37 cited
2010The Razor's edge: Managing MNC affiliates in Iran35 cited
2000Ethical Dilemmas in MNCs' International Staffing Policies A Conceptual Framework32 cited
2009To quit or not to quit: organizational determinants of voluntary turnover in MNC subsidiaries in Singapore29 cited
2001HRM in international firms27 cited
2004Strategic global human resource management: A necessity when entering emerging markets25 cited
2024Reconciling the tension between contextualization and generalization in qualitative international business research13 cited
2024The relationship between ethnocentric behaviour and workforce localisation success: The mediating role of knowledge sharing tendency11 cited