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

Author

Listed:
  • Jacques Jaussaud

    (CREG - Centre de recherche et d'études en gestion - UPPA - Université de Pau et des Pays de l'Adour)

  • Bruno Amann

    (IUT Paul Sabatier - Institut Universitaire de Technologie - Paul Sabatier - UT3 - Université Toulouse III - Paul Sabatier - UT - Université de Toulouse)

  • Shuji Mizoguchi

    (Yokohama National University)

  • Shiho Futagami

    (Yokohama National University)

  • Nakamura Hiroyuki

    (Yokohama National University)

  • Johannes Schaaper

    (UB - Université de Bordeaux)

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.
(This abstract was borrowed from another version of this item.)

Suggested Citation

  • Jacques Jaussaud & Bruno Amann & Shuji Mizoguchi & Shiho Futagami & Nakamura Hiroyuki & Johannes Schaaper, 2014. "Localization of Management Positions in European and Japanese Subsidiaries in Asia : A Qualitative Investigation," Post-Print hal-02393481, HAL.
    • Handle: RePEc:hal:journl:hal-02393481
    as

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