The origin and nationality of general manager successors in local-market-seeking MNE subsidiaries
通过案例研究，挑战了在本地市场导向的跨国子公司中应任命东道国国民为总经理的传统观点，发现内部晋升的东道国总经理可能引发事后机会主义，而外部招聘则可能带来身份认同问题，并提出事前社会化作为管理保障。
The extant literature suggests that it is sensible to deploy a host-country national (HCN) general manager (GM) successor in the local-market-seeking subsidiaries of multinational enterprises. However, limited attention has been paid to whether subsidiary GMs come from outside or inside an organization. By simultaneously considering the nationality and origin of subsidiary GM successors, our case-based study provides a sharper theory of succession decision-making in the context of local-market-seeking subsidiaries. We demonstrated that the use of HCN GMs is not always the best strategy, and can even be the worst option because ex post opportunism may arise for HCN GM successors promoted from within the subsidiary. Using HCNs from outside the subsidiary can limit ex post opportunism but may entail a new bounded reliability issue resulting from identity-based discordance. Our interview data revealed a managerial safeguard, which we term ex ante socialization, to address this issue.