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Developing the local competence of expatriate managers for emerging markets: A knowledge-based approach

  • Li, Shenxue
  • Scullion, Hugh
Registered author(s):

    This paper proposes a theoretical framework for developing expatriate managers' local competence in emerging markets from a knowledge-based perspective. We argue that local knowledge in emerging markets differs significantly from corporate knowledge transferred to those markets, and that its very nature determines its critical importance to expatriate managers' business performance. We explore the processes and mechanisms through which local knowledge can be acquired and integrated into expatriate managers' knowledge base supporting local talent development and their effective strategic decision-making. We suggest that conventional local competence development strategies may not be effective methods for developing global managers for emerging markets.

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    Article provided by Elsevier in its journal Journal of World Business.

    Volume (Year): 45 (2010)
    Issue (Month): 2 (April)
    Pages: 190-196

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    Handle: RePEc:eee:worbus:v:45:y:2010:i:2:p:190-196
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    14. Collings, David G. & Scullion, Hugh & Morley, Michael J., 2007. "Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives," Journal of World Business, Elsevier, vol. 42(2), pages 198-213, June.
    15. Charles Dhanaraj & Marjorie A Lyles & H Kevin Steensma & Laszlo Tihanyi, 2004. "Managing tacit and explicit knowledge transfer in IJVs: the role of relational embeddedness and the impact on performance," Journal of International Business Studies, Palgrave Macmillan, vol. 35(5), pages 428-442, September.
    16. Julie Li, 2005. "The Formation of Managerial Networks of Foreign Firms in China: The Effects of Strategic Orientations," Asia Pacific Journal of Management, Springer, vol. 22(4), pages 423-443, December.
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