A qualitative approach to exploring competencies among host country national managers in Japanese MNCs
The purpose of this study is to find out what competencies are adaptively necessary for Asian managers of host country nationals (HCNs) who effectively work for subsidiaries of Japanese multinational corporations. A uniqueness of this study describes a qualitative approach conducted through interviews with Japanese, Chinese, Hong Kong, Malaysian, and Thai managers. A total of research participants were 267 from a leading Japanese MNC that has been strategically expanding Asia including those countries. Qualitative data analysis of the present study found 12 key competencies, yielding two kinds of competency models: the hierarchical model and the contextual human function model, which are commonly applicable for Asian managers demanded for effective organizational performance. Furthermore, this study also identified distinctive competencies needed for particular countries as being contextually specific, suggesting each country may require using these competencies to meet different environmental demands that exist across Asian countries.