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dc.contributor.authorSoltani, Ebrahimen_US
dc.contributor.authorWilkinson, Adrianen_US
dc.date.accessioned2017-04-24T08:44:25Z
dc.date.available2017-04-24T08:44:25Z
dc.date.issued2011en_US
dc.date.modified2013-05-29T08:25:52Z
dc.identifier.issn10909516en_US
dc.identifier.doi10.1016/j.jwb.2010.10.007en_US
dc.identifier.urihttp://hdl.handle.net/10072/36449
dc.description.abstractMuch has been written on the nature of international assignees' experiences of managing Multinational Corporation (MNC) affiliates in the context of Western economies. This study aims to broaden the debate and elucidate these issues in the largely overlooked region of Middle East with a particular focus on Iran. Data from six MNC affiliates across two high growth global industries reveals that the nature of international assignees' experiences can be explained in terms of desirable, indifference, and undesirable effects of managing MNC affiliates. Specifically, it was found that the international assignees' perceptions of managing MNC affiliates were formed prior to their appointments. Furthermore, while conformance to headquarter (HQ) managerial orientations was seen to serve as a proxy for earlier desirable experiences of these international assignees, their current performance was seen to deteriorate by the need to fully comply with the HQ's way of doing things. Together, these findings support the view that the degree of congruence or fit between, on the one hand, the HQ and international assignees' orientations, and on the other hand, between the international assignees and the host country culture could have implications for the success or failure of the international assignees in the context of Iranian-based MNCs. Finally, the paper concludes with implications and lessons for policy makers, practitioners and academics.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_US
dc.languageEnglishen_US
dc.language.isoen_US
dc.publisherElsevieren_US
dc.publisher.placeUnited Kingdomen_US
dc.relation.ispartofstudentpublicationNen_US
dc.relation.ispartofpagefrom462en_US
dc.relation.ispartofpageto475en_US
dc.relation.ispartofissue4en_US
dc.relation.ispartofjournalJournal of World Businessen_US
dc.relation.ispartofvolume46en_US
dc.rights.retentionYen_US
dc.subject.fieldofresearchBusiness and Management not elsewhere classifieden_US
dc.subject.fieldofresearchcode150399en_US
dc.titleThe Razor's edge: Managing MNC affiliates in Iranen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.date.issued2011
gro.hasfulltextNo Full Text


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