AIB 2012 Conference Proceedings - Academy of International ...

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Research has long considered the issue of control in multinational enterprises (MNEs), and suggests that
informal control, or normative integration, may be vital. Psychological attachment to the MNE is one way to
achieve such control. We study the antecedents of dual attachment of subsidiary managers in MNEs,
hypothesizing that perceived prestige of and positive interaction with the MNE and subsidiary positively relate to
organizational identification with and commitment to each entity. In addition, we examine the cross-level
mediating role of organization-based self-esteem on these relationships. Results support the direct effects, but
only partially support the mediating role of organization-based self-esteem. (For more information, please
contact: Davina Vora, SUNY New Paltz, USA: vorad@newpaltz.edu)
Demystifying the Myth about Marginals: Implications for Global Leadership
Stacey Fitzsimmons, Western Michigan University
Yih-teen Lee, IESE Business School
Mary Yoko Brannen, INSEAD
Marginalized biculturals are individuals who have internalized more than one culture, but do not identify strongly
with either or any of them (Berry, 1980). Despite persistent assumptions to the contrary, marginalized
biculturals sometimes excel at global leadership activities, even surpassing the performance of other types of
biculturals. In this paper, we propose a conceptual explanation for why marginalized biculturals may excel as
global leaders, and propose implications for both practitioners and researchers. (For more information, please
contact: Stacey Fitzsimmons, Western Michigan University, USA: stacey.fitzsimmons@wmich.edu)
Tracking Global Mindset: Are Chinese Executives Poised to Become the New Global Leaders
Schon Beechler, INSEAD
Nandani Lynton, CEIBS
Chinese investments in overseas companies, property or plants are expected to reach as much as $2 trillion
over the coming decade. Managing those overseas investments and running international Chinese companies
presents formidable challenges because globalization is a manifestation of complexity and the lack of global
leaders able to manage the complexity has been named as a major factor in the poor performance of many
Chinese firms operating globally. In order to understand the level of global leadership in Chinese managers, our
data analysis focuses on the values indicative of two crucial components of global mindset associated with
global leadership, cosmopolitanism and cognitive complexity, which can be inferred from the Schwartz Value
Survey (SVS) and narrative interviews. The analysis suggests that Chinese executives show lower cosmopolitan
values but high levels of competing values, an indication of the cognitive complexity underlying behavioral
complexity and managerial effectiveness. The Chinese executives in our sample may not currently have the
requisite knowledge and experience needed to be effective global leaders but they have a mindset that
embraces contradictions and ambiguity, which may well be ultimately better attuned to the complex realities of
global business than that of many Western executives. (For more information, please contact: Schon Beechler,
INSEAD, USA: schon.beechler@gmail.com)
Session: 2.3.10 - Panel
Track: 13 – Teaching IB
Case Studies for International Business Teaching: The Opportunities and Challenges
Presented On: July 2, 2012 - 13:00-14:15
Chair: Sandra Draheim, William Davidson Institute at the University of Michigan
AIB 2012 Conference Proceedings
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