Cross-National Managerial Interaction: A Conceptual Model

Factors that condition the dynamic interaction of indigenous managers employed by foreign subsidiaries of multinational firms with their organization and socio-cultural environments are examined. A multiple-environment, multiple-organization model of the firm is proposed for separating influences that external environment, enterprise and contextual factors, and personal attributes have on management attitudes and the potential for their transfer across countries. A series of propositions is presented for future research and theory construction.