1. Introduction to thesis -- 2. Boundary spanner choice and international assignment -- 3. Exploring boundary spanners' cross-cultural competence: preference, network and adjustment -- 4. Boundary spanner and network of Chinese firms in Japan -- 5. Impact of Headquarters' support on boundary spanners' competence creation -- 6. Working towards hybrid solutions: an joint-venture perspective -- 7. Creating boundary spanners' cross cultural competence through co-leadership -- 8. Discussion
Summary
How do boundary-spanning organizations use their choices for leadership positions? How could hybrid organizations and leaders improve the effectiveness of those organizations in order to increase the chances of success for their business organizations in East Asia? How can we observe the best practices that could guide foreign managers to adjust in host business environment in East Asia? To answer these questions, the author presents a theoretical framework and investigates the preferences and networkability in the corporate, market and living environment of expatriated managers in China and Japan
