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Staffing global marketing positions: What we don't know can make a difference

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  • Harvey, Michael
  • Novicevic, Milorad M.

Abstract

As the global environment for business becomes more volatile and the need to institute frame-breaking changes in the conventional wisdom of management increases, global organizational ignorance about the usability of its existing knowledge becomes a critical issue. Ignorance in its most simple form is the lack of factual knowledge but unawareness of ignorance is "not knowing what one does not know" (i.e., being ignorant of what information would be useful in solving global organizational problems). The focus of the paper is on the underlying factors that contribute to escalating organizational ignorance as more firms attempt to globalize their operations. In the paper we examine two types of organizational ignorance: pluralistic and probabilistic which both can be experienced in a global context. In addition, a means to reduce the risk of global organizational ignorance through an innovative global staffing process of combining expatriate and inpatriate managers is explored.

Suggested Citation

  • Harvey, Michael & Novicevic, Milorad M., 2000. "Staffing global marketing positions: What we don't know can make a difference," Journal of World Business, Elsevier, vol. 35(1), pages 80-94, April.
  • Handle: RePEc:eee:worbus:v:35:y:2000:i:1:p:80-94
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    References listed on IDEAS

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    1. Jung Hoon Derick Sohn, 1994. "Social Knowledge as a Control System: A Proposition and Evidence from the Japanese FDI behavior," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 25(2), pages 295-324, June.
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    Cited by:

    1. Schmiele, Anja & Rammer, Christian, 2008. "Drivers and Effects of Internationalising Innovation by SMEs," ZEW Discussion Papers 08-035, ZEW - Zentrum für Europäische Wirtschaftsforschung / Center for European Economic Research.
    2. Jun, Sunkyu & Gentry, James W., 2005. "An exploratory investigation of the relative importance of cultural similarity and personal fit in the selection and performance of expatriates," Journal of World Business, Elsevier, vol. 40(1), pages 1-8, February.
    3. Harvey, Michael & Novicevic, Milorad M., 2002. "The hypercompetitive global marketplace: the importance of intuition and creativity in expatriate managers," Journal of World Business, Elsevier, vol. 37(2), pages 127-138, July.
    4. Baruch, Yehuda, 2002. "No such thing as a global manager," Business Horizons, Elsevier, vol. 45(1), pages 36-42.
    5. Schmiele, Anja & Sofka, Wolfgang, 2007. "Internationalizing R&D Co-opetition: Dress for the Dance with the Devil," ZEW Discussion Papers 07-045, ZEW - Zentrum für Europäische Wirtschaftsforschung / Center for European Economic Research.
    6. Schmidt, Tobias & Sofka, Wolfgang, 2009. "Liability of foreignness as a barrier to knowledge spillovers: Lost in translation?," Journal of International Management, Elsevier, vol. 15(4), pages 460-474, December.
    7. Harvey, Michael & Novicevic, Milorad, 2002. "The role of political competence in global assignments of expatriate managers," Journal of International Management, Elsevier, vol. 8(4), pages 389-406.
    8. repec:spr:manint:v:48:y:2008:i:6:d:10.1007_s11575-008-0106-9 is not listed on IDEAS
    9. Schmidt, Tobias & Sofka, Wolfgang, 2009. "Knowledge sourcing: legitimacy deficits for MNC subsidiaries?," Discussion Paper Series 1: Economic Studies 2009,09, Deutsche Bundesbank.
    10. Anja Schmiele, 2008. "Drivers and Effects of Internationalising Innovation by SMEs," Working Papers id:1547, eSocialSciences.

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