earticle

영어

Organizational identification is a well-known topic in the field of human resources, but it has not commanded much research in the context of multinational corporations. Subsidiary managers act as boundary spanners and are, thus, likely to develop a dual organizational identification. This study aimed to examine the pattern of Chinese subsidiary managers’ organization identification and test how dual organizational identification affect the degree and direction of knowledge flow. A survey was conducted on China subsidiary managers. Managers were grouped into high comparable, disparate with subsidiary-oriented identification, disparate with MNC-oriented identification, and low comparable levels of dual organizational identification. Results confirmed the dual organizational identification of Chinese subsidiary managers and its effect on the degree and direction of knowledge flow. Results provided critical insight to international human resources management.