Browsing by Subject "Status inconsistency"
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Item Open Access Global talent management and inpatriate social capital building: a status inconsistency perspective(Routledge, 2016) Moeller, M.; Maley, J.; Harvey, M.; Kiessling, T.Distinct to expatriate managers at the subsidiary-level, inpatriate managers' influence at the headquarter (HQ)-level is controlled by the extent to which an inpatriate manager is able to ‘win’ status from HQ personnel. The primary goal of the paper is to conceptualize how organizational support, in the form of global talent management (GTM) practices, can alleviate inpatriates' difficulties in building social capital at HQ. Building social capital at HQ is vital for inpatriates to attain status in order to build the inter-unit social capital that enables them to pursue their boundary-spanning role across HQs and subsidiaries. Status inconsistency theory is put forward to recognize the personal, professional and structural incongruence of events and activities at HQ carried out with respect to inpatriates. We argue that inpatriate managers become empowered at HQ only when social capital is accumulated whereby social capital is driven by an acknowledgment of inpatriates as a legitimate staffing option. The relationship between GTM practices and social capital building needs to be managed properly by inpatriates themselves as well as by the organization. A future research agenda helping to build social capital of inpatriates through GTM infrastructure is discussed and propositions are offered throughout.Item Open Access Searching for larger status in global politics: internationalization of higher education in Turkey(SAGE Publications, 2021) Aydınlı, Ersel; Mathews, J.This work explores how a country’s political status may impact its soft power policies, such as internationalization of higher education, through an examination of the Turkish case. Based on a survey of and subsequent interviews with actual implementers of policy, university international office heads and staff, the study draws on the theory of “status inconsistency” to contrast the country’s willingness to internationalize, its attributed status as a global magnet for internationalization, and its actual capacity to meet its internationalization goals. It finds that the politicized, top-down policies designed by a status-seeking nation may lead to disconnects in practice that in turn can cause various problems, including misguided “vertical” loyalties; failure to design creative, needs-based institutional visions; and a lack of genuine feedback and evaluation mechanisms, all of which may inadvertently put at risk the very status that was seeking to be improved. Recommendations are made for greater sharing of ideas among the implementers and for more diversity in interpretations of how to achieve internationalization at the institutional level.