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Localization of Management Positions in European and Japanese Subsidiaries in Asia: A Qualitative Investigation

In: Economic Integration in Asia: Towards the Delineation of a Sustainable Path

Author

Listed:
  • Bruno Amann
  • Shiho Futagami
  • Jacques Jaussaud
  • Shuji Mizoguchi
  • Hiroyuki Nakamura
  • Johannes Schaaper

Abstract

Expatriation induces high costs and huge difficulties. Therefore, MNCs also adopt localization strategies for management positions. This chapter compares Japanese and European MNCs, on the basis of a series of interviews of 17 MNCs in 8 countries in Asia. Japanese MNCs have not localized their management positions as much as European MNCs, but they are willing to do so. This chapter details the mechanisms for successful localization strategies of management positions.

Suggested Citation

  • Bruno Amann & Shiho Futagami & Jacques Jaussaud & Shuji Mizoguchi & Hiroyuki Nakamura & Johannes Schaaper, 2014. "Localization of Management Positions in European and Japanese Subsidiaries in Asia: A Qualitative Investigation," Palgrave Macmillan Books, in: Bernadette Andreosso-O’Callaghan & Jacques Jaussaud & Maria Bruna Zolin (ed.), Economic Integration in Asia: Towards the Delineation of a Sustainable Path, chapter 7, pages 123-140, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-43293-3_7
    DOI: 10.1057/9781137432933_7
    as

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