Description
This is one of the first theoretical and empirical studies of cross-border interactions among managers in a multinational enterprise (MNE). It extends current knowledge by conceptualizing the MNE as a network of interpersonal ties determined by structural factors and shared personal background, and in turn the network they form affects subsidiary action and performance. The conceptual model is supported by data from 457 managerial and professional employees in a large non-profit MNE.
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