THE UNIVERSITY OF OKLAHOMA

DEPARTMENT OF MANAGEMENT

 

We would greatly appreciate your assistance in completing this questionnaire. It addresses one of the crucial issues in international subsidiary staffing—the appropriateness of using expatriate and inpatriate managers in strategic emerging markets. Thus, we are asking you to share your views on the appropriateness of relying on expatriate and/or inpatriate candidate pools when assigning managers the responsibility for overseeing your company’s strategic emerging market subsidiaries. For this study, we are defining expatriate, inpatriate, and strategic emerging markets as follows:

 

Expatriate is the term that we use to refer to the pool of candidates a company would select from its domestic headquarters and domestic subsidiaries for assignment to a specific emerging market country for a medium-term time period.

 

Inpatriate  is the term that we use to refer to the pool of candidates a country would select from a specific emerging market country subsidiary for assignment to the domestic headquarters for a medium or long-term assignment.

 

Strategic emerging markets will be defined for this study as the emerging market(s) that are crucial to a company’s global plans, where we define emerging market to be a characterized by historically low levels of economic development but rapidly expanding population bases, projected economic growth rates in annual GDP of 5-10 percent and acceptable opportunity/risk ratio to attract investors. For example, the U.S. Department of Commerce identifies China, India, Turkey, South Africa, South Korea, Mexico, Brazil, Argentina and ASEAN countries (Vietnam, Thailand, Malaysia, Indonesia, Philippines, Singapore, and Brunei) to be among the markets that could fit this classification.

 

 

We assure you that all information you provide will be strictly confidential. Your responses will be combined with those of many others and used only in the aggregate. You and your company will have access to the summarized findings from this survey, but not to individual survey data. If you would like to receive a copy of the final results, please send a letter to Milorad Novicevic at the address given below.  In the meantime, if you have any questions concerning the survey, please feel free to contact M. Novicevic at (405) 325-5737; or e-mail: mnovicevic@ou.edu..

 

 

General Instructions

 

  1. To insure anonymity, this questionnaire is placed on the University server so that the researchers obtain only the results but not your e-mail address. Also, do not put your name on the survey.

  2. Please respond to all questions as quickly and carefully as possible.  Your first impression is usually your most accurate impression.  There are no right or wrong answers.  We are interested simply in your opinions.

  3. When you have completed the survey, please click the SUBMIT button at the end of this questionnaire

     

Milorad Novicevic, Doctoral Candidate 
The University of Oklahoma             
Division of Management 
307 West Brooks, AH Room 206
Norman, OK 73019-0450 
(405) 325-5737 (ph) 
(405) 325-7688 (fax)  
E-MAIL: MNOVICEVIC@OU.EDU 
Dr. Michael Harvey, Chair
The University of Oklahoma 
Department of Management
307 West Brooks, AH Room 206
Norman, OK 73019-0450 
(405) 325-7688 (fax)
(405) 325-3376 (ph) 
E-MAIL: MHARVEY@OU.EDU

 

 Thank you for your participation 

SECTION ONE: SCENARIOS

 

Instructions:  For each scenario, you will be presented with five statements that provide information about the home office and the foreign subsidiary. Based on this information, please respond to the two questions at the end of each scenario. Also, for all scenarios, please assume:

[1]   The emerging country market under consideration is of strategic importance for your organization.

[2]   The candidates in both expatriate and inpatriate pools have been carefully selected and intensively trained to have the potential to achieve senior corporate positions in the future.

Please carefully read and respond to each of the sixteen scenarios. There are no correct answers. It is you opinion in which we are interested.

 

Scenario # 1

The difference in cultural and operating norms between the headquarters country and the subsidiary’s emerging country is low. The top management’s ability to specify performance goals for each specific emerging country market is low. The variety of the emerging market activities initiated by the top management is low. The need for changes in assignment for specific emerging markets is high.  The top management’s availability to coordinate an assignee’s implementation of corporate initiatives for emerging markets is high.

 

In this situation, how appropriate is it to bring inpatriates from the foreign subsidiary to the domestic home office? (Please check the box next to the number that best describes the level of appropriateness.)

 

Very inappropriate   12 3  Moderately inappropriate 4 56   Appropriate 7 8 9 Very appropriate

 

In this situation, how appropriate is it to send expatriates from the domestic home office to the foreign subsidiary?

 

Very inappropriate   123  Moderately inappropriate 4 56   Appropriate 7  8 9Very appropriate

 

 

 

Scenario # 2

The difference in cultural and operating norms between the headquarters country and the subsidiary’s emerging country is high. The top management’s ability to specify performance goals for each specific emerging country market is low. The variety of the emerging market activities initiated by the top management is low. The need for changes in assignment for specific emerging markets is low.  The top management’s availability to coordinate an assignee’s implementation of corporate initiatives for emerging markets is low.

 

In this situation, how appropriate is it to bring inpatriates from the foreign subsidiary to the domestic home office? (Please check the box next to the number that best describes the level of appropriateness.)

 

Very inappropriate   123  Moderately inappropriate 456   Appropriate 789   Very appropriate

 

In this situation, how appropriate is it to send expatriates from the domestic home office to the foreign subsidiary?

 

Very inappropriate   123  Moderately inappropriate 456  Appropriate 789   Very appropriate

 

 

 

 

Scenario # 3

The difference in cultural and operating norms between the headquarters country and the subsidiary’s emerging country is low. The top management’s ability to specify performance goals for each specific emerging country market is high. The variety of the emerging market activities initiated by the top management is low. The need for changes in assignment for specific emerging markets is low.  The top management’s availability to coordinate an assignee’s implementation of corporate initiatives for emerging markets is high.

 

In this situation, how appropriate is it to bring inpatriates from the foreign subsidiary to the domestic home office? (Please check the box next to the number that best describes the level of appropriateness.)

 

Very inappropriate   123  Moderately inappropriate 456   Appropriate 789   Very appropriate

In this situation, how appropriate is it to send expatriates from the domestic home office to the foreign subsidiary?

 

Very inappropriate   123  Moderately inappropriate 456   Appropriate 789   Very appropriate

 

 

 

Scenario # 4

The difference in cultural and operating norms between the headquarters country and the subsidiary’s emerging country is high. The top management’s ability to specify performance goals for each specific emerging country market is high. The variety of the emerging market activities initiated by the top management is low. The need for changes in assignment for specific emerging markets is high.  The top management’s availability to coordinate an assignee’s implementation of corporate initiatives for emerging markets is low.

 

In this situation, how appropriate is it to bring inpatriates from the foreign subsidiary to the domestic home office? (Please check the box next to the number that best describes the level of appropriateness.)

 

Very inappropriate   123  Moderately inappropriate 456   Appropriate 789   Very appropriate

 

In this situation, how appropriate is it to send expatriates from the domestic home office to the foreign subsidiary?

 

Very inappropriate   123  Moderately inappropriate 456   Appropriate 789   Very appropriate

 

 

 

Scenario # 5

The difference in cultural and operating norms between the headquarters country and the subsidiary’s emerging country is low. The top management’s ability to specify performance goals for each specific emerging country market is low. The variety of the emerging market activities initiated by the top management is high. The need for changes in assignment for specific emerging markets is high.  The top management’s availability to coordinate an assignee’s implementation of corporate initiatives for emerging markets is low.

 

In this situation, how appropriate is it to bring inpatriates from the foreign subsidiary to the domestic home office? (Please check the box next to the number that best describes the level of appropriateness.)

 

Very inappropriate   123Moderately inappropriate 456 Appropriate 789Very appropriate

 

In this situation, how appropriate is it to send expatriates from the domestic home office to the foreign subsidiary?

 

Very inappropriate  123  Moderately inappropriate 456 Appropriate 789   Very appropriate

 

 

Scenario # 6

The difference in cultural and operating norms between the headquarters country and the subsidiary’s emerging country is high. The top management’s ability to specify performance goals for each specific emerging country market is low. The variety of the emerging market activities initiated by the top management is high. The need for changes in assignment for specific emerging markets is low.  The top management’s availability to coordinate an assignee’s implementation of corporate initiatives for emerging markets is low.

 

In this situation, how appropriate is it to bring inpatriates from the foreign subsidiary to the domestic home office? (Please check the box next to the number that best describes the level of appropriateness.)

 

Very inappropriate   123  Moderately inappropriate 456   Appropriate 789   Very appropriate

In this situation, how appropriate is it to send expatriates from the domestic home office to the foreign subsidiary?

 

Very inappropriate   123  Moderately inappropriate 456   Appropriate 789   Very appropriate

 

 

 

Scenario # 7

The difference in cultural and operating norms between the headquarters country and the subsidiary’s emerging country is low. The top management’s ability to specify performance goals for each specific emerging country market is high. The variety of the emerging market activities initiated by the top management is high. The need for changes in assignment for specific emerging markets is low.  The top management’s availability to coordinate an assignee’s implementation of corporate initiatives for emerging markets is low.

 

In this situation, how appropriate is it to bring inpatriates from the foreign subsidiary to the domestic home office? (Please check the box next to the number that best describes the level of appropriateness.)

 

Very inappropriate   123  Moderately inappropriate 456   Appropriate 789   Very appropriate

 

In this situation, how appropriate is it to send expatriates from the domestic home office to the foreign subsidiary?

 

Very inappropriate   123  Moderately inappropriate 456   Appropriate 789   Very appropriate

 

 

 

Scenario # 8

The difference in cultural and operating norms between the headquarters country and the subsidiary’s emerging country is high. The top management’s ability to specify performance goals for each specific emerging country market is high. The variety of the emerging market activities initiated by the top management is high. The need for changes in assignment for specific emerging markets is high.  The top management’s availability to coordinate an assignee’s implementation of corporate initiatives for emerging markets is high.

 

In this situation, how appropriate is it to bring inpatriates from the foreign subsidiary to the domestic home office? (Please check the box next to the number that best describes the level of appropriateness.)

 

Very inappropriate   123  Moderately inappropriate 456   Appropriate 789   Very appropriate

 

In this situation, how appropriate is it to send expatriates from the domestic home office to the foreign subsidiary?

 

Very inappropriate   123  Moderately inappropriate 456   Appropriate 789   Very appropriate

 

SECTION TWO – Regions/ Countries of Future Market Growth

1. Six global region/country combinations are listed below. Please RANK ORDER them from 1 to 6 (with 1= very high importance and 6=very low importance) in terms of future growth of global organizations:

 

Global Market Regions                                                          (Example Response)     (Your response)

Emerging country markets in Asia (e.g., China)                                           __5__                                   

Emerging country markets in Europe (e.g., Turkey)                                   __1__                                        

Emerging country markets in Latin America (e.g., Brazil)                        __4__                                   

Developed country markets in Asia (e.g., Japan)                                       __6__                                    

Developed country markets in Europe (e.g., Germany)                            __2__                                       

Developed country markets in Latin America (e.g., Chile)                       __1__                                   

 

SECTION THREE –Demographics 

1. Gender:  male  female

2. Age:   below 25 yrs.     25-35 yrs.   36-45 yrs.    46-55 yrs.        over 55 yrs.

3. Education (check one):  a) Below Bachelor's     b) Bachelor’s        c) Above Bachelor's

3. Your organization :   a) is a multinational    b) provides services to multinationals     c) other

4. Your position in your organization:  a) managerial           b) non-managerial

5. Years of tenure in your current firm (check one):  1-5   6-10   11-15  16-20   21+

6.  Size of your firm: (total annual sales in $):   Percent of sales international %

7. Number of employees in your firm: 

8. Percent of international employees (employed in foreign subsidiaries):

9. What industries is your firm involved in ( indicate the % of sales):

                  consumer products       

              industrial products         

              services                       

              other, please specify