The Paradox of Dueling Identities: The Case of Local Senior Executives in MNC Subsidiaries
研究跨国公司子公司的本地高管如何应对与本地员工和总部管理层相关的双重社会身份，发现对本地员工能力不足的看法会增加离职意愿，但与总部的高质量沟通和信任能缓解这一效应。
This study focuses on how employees cope with dueling social identities when one is of relatively low status compared to the other by studying local senior executives in mulinational corporations’ (MNC’s) subsidiaries who can identify with the local staff and/or headquarters’ management. As hypothesized, perceptions of local staff incompetence are positively related to executives’ turnover intentions. This relationship becomes weaker if they have high-quality communication with, or high levels of trust in, headquarters’ management. Results suggest that employees disidentify with a stigmatized identity group by intending to quit; however, identification with a higher status alternative identity group can mitigate this effect.