Roles of subsidiary managers in multinational corporations: The effect of dual organizational identification

Abstract and Key Results

▪	Subsidiary managers are faced with complex managerial roles involving both the interests of the multinational corporation (MNC) and the subsidiary. We suggest complex roles are best fulfilled when managers develop dual organizational identification towards both entities.
▪	Based on a conceptualization of dual organizational identification in terms of relative magnitude, we test the effect of dual identification on subsidiary manager roles and role conflict.
▪	Results indicate that high identification with both entities is associated with high role fulfillment and that similarity in organizational identities directly affects role conflict.