Why are third-country nationals increasingly being used to fill expatriate assignments? How do third-country nationals fit into the concept of geocentrism?
Chapter 20 Global
Management of Human Resources
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GlobalManagementofHumanResources
#GlobalHRM #HRM #Chapter20International Business: Environments and Operations, 15e, Global Edition (Daniels et al.)
Daniels, 15edition, Global Management of Human Resources, Global HRM, HRM, Chapter20
Answer: The changing workplace of globalization elevates the role of third-country nationals. MNEs often establish operations abroad in increasingly dissimilar markets—say, from the United States to Canada to England to India to Singapore to China to Vietnam. Third-country nationals often have the particular outlook and versatile competencies that are needed to adeptly implement this market sequence. Moreover, the move toward short-term assignments boosts the logistical appeal of third-country nationals—an executive living in London yet working for a U.S. MNE, for instance, may spend Monday through Friday working in Zurich, then return home for the weekend. Then, as the need arises for help in the MNE's Stockholm office, she can reset her commute. Such mobility lets an MNE more easily adapt its strategy, confident it has executives who are well-positioned to implement it. Geocentrism is a world-oriented set of attitudes and values that regards humanity as a single entity. It does not heed national boundaries, and it sees the blunt division of home-, host-, and third-country managers as needless. Rather, HRM's task is developing the best people for key jobs throughout the organization, regardless of their nationality.
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