Taking your company global: the effect of returnee managers on overseas customers

Purpose - The purpose of this paper is to empirically examine the effect of returnee managers on Chinese firms’ performances at overseas markets. Design/methodology/approach - By hand collecting two data set containing managers’ foreign experiences and firms’ principal customers, this study empirically examines the relationship between returnee managers and overseas customers. Findings - The author shows that firms with returnee managers: have higher probability of gaining overseas customers and proportion of overseas sales; and are more likely to conduct international M&A, adopt international Big 4 auditors and list overseas. In addition, returnee executives who came back from individualistic culture with overseas working experience, when entering the overseas market where they have experienced, are more effectively in helping firms to perform well. Research limitations/implications - The findings in this study suggest that firms with returnee managers are better able to develop relationships with overseas customers and expand overseas markets than those firms without returnee managers. Practical implications - For policy makers, this study justifies government policies that aim to attract and encourage more returnees to come back. Furthermore, the author shows that returnees with different foreign experiences, national culture of different countries, whether doing business with their familiar foreign country, and their positions in current organizations have different effects on overseas customers. Firms can utilize all these information to choose the “right” returnees to increase their success in overseas markets. Originality/value - This study is among the first to examine the role of returnee managers in an emerging economy on firm’s probability of gaining overseas customers and expanding overseas sales.