Trapped in the MNE matrix: liminal identity at the local-corporate-global nexus

• 成果类型: Article
• 署名作者: Conroy, Kieran M.; Collings, David G.
• 署名单位: Queens University Belfast; Trinity College Dublin
• 刊物名称: JOURNAL OF INTERNATIONAL BUSINESS STUDIES
• ISSN/ISSBN: 0047-2506
• DOI: 10.1057/s41267-025-00817-8
• 发表日期: 2026
• 关键词: organization; management; CONFLICT; TENSIONS; POWER

摘要

Managers' identities in large matrixed MNE structures are complex and pliable. While research has examined the identities of individual actors located in headquarters (HQ) or local subsidiaries, the unique identity challenges faced by those operating outside these conventional units are less predictable. Our study explores how managers experience and manage a 'liminal identity'-feeling 'betwixt and between' multiple identity positions. Focusing on US MNEs in the life sciences sector, we interviewed managers who assumed global responsibilities from corporate HQ while remaining situated in their local (Irish) subsidiary. We find that operating between corporate HQ, a global network, and the local subsidiary forged a liminal identity. Straddling this local-corporate-global nexus was a profoundly ambiguous, precarious, and destabilizing experience. Yet, individuals also sought to leverage their liminal identity by adopting multiple identities, depending on the audience. This involved 'switching' between renouncing a local identity, assimilating a corporate identity and co-constructing a global identity. However, this produced an intense identity struggle, eroding a clear sense of self and belonging. Our study cautions firms to be attentive when supporting managers in these 'in-between' spaces to avoid the trap of 'identity limbo', where individuals risk becoming disconnected and isolated. Les identit & eacute;s des managers dans les grandes structures matricielles des multinationales (MNE) sont complexes et mall & eacute;ables. Bien que la recherche ait examin & eacute; les identit & eacute;s des acteurs individuels situ & eacute;s au si & egrave;ge (Headquarters - HQ) ou dans les filiales locales, les d & eacute;fis uniques li & eacute;s & agrave; l'identit & eacute; auxquels sont confront & eacute;s ceux qui op & egrave;rent en dehors de ces unit & eacute;s conventionnelles sont impr & eacute;visibles. Notre recherche explore comment les managers vivent et g & egrave;rent une << identit & eacute; liminale >> - c'est-& agrave;-dire le sentiment d'& ecirc;tre << entre deux >> identit & eacute;s multiples. Nous concentrant sur les multinationales am & eacute;ricaines dans le secteur des sciences de la vie, nous avons interrog & eacute; des managers qui assumaient des responsabilit & eacute;s globales depuis le si & egrave;ge tout en restant situ & eacute;s dans leur filiale locale (en Irlande). Nous constatons que le fait d'op & eacute;rer entre le si & egrave;ge social de l'entreprise, un r & eacute;seau mondial et la filiale locale a forg & eacute; une identit & eacute; liminale. Naviguer dans ce n oe ud local-si & egrave;ge social-global & eacute;tait une exp & eacute;rience profond & eacute;ment ambigu & euml;, pr & eacute;caire et d & eacute;stabilisante. Pourtant, les individus cherchaient & eacute;galement & agrave; tirer parti de leur identit & eacute; liminale en adoptant plusieurs identit & eacute;s, et ce selon leur audience. Cela impliquait de << basculer >> entre le renoncement & agrave; une identit & eacute; locale, l'assimilation d'une identit & eacute; d'entreprise et la co-construction d'une identit & eacute; mondiale. Cependant, cela a donn & eacute; lieu & agrave; une intense lutte identitaire, & eacute;rodant le sentiment clair de soi et d'appartenance. Notre recherche invite les entreprises & agrave; faire preuve de vigilance lorsqu'elles soutiennent les managers dans ces espaces << interm & eacute;diaires >> afin d'& eacute;viter le pi & egrave;ge du << flou identitaire >>, o & ugrave; les individus risquent de se sentir d & eacute;connect & eacute;s et isol & eacute;s. Las identidades de los gerentes en grandes estructuras matriciales de empresas multinacionales (EMN) son complejas y maleables. Aunque la investigaci & oacute;n ha examinado las identidades de actores individuales ubicados en las casas matrices (HQ por sus iniciales en ingl & eacute;s) o subsidiarias locales, los desaf & iacute;os & uacute;nicos de identidad que enfrentan quienes operan fuera de estas unidades convencionales permanecen poco explorados. Nuestro estudio explora c & oacute;mo los gerentes experimentan y gestionan una identidad liminal, es decir, sentirse entre y en el medio de m & uacute;ltiples identidades. Centr & aacute;ndonos en las empresas multinacionales estadounidenses del sector de ciencias de la vida, entrevistamos a gerentes que asumieron responsabilidades globales desde la casa matriz corporativa mientras permanec & iacute;an ubicados en su subsidiaria local (en Irlanda). Encontramos que operar entre la casa matriz corporativa, una red global y la subsidiaria local forj & oacute; una identidad liminal. Transitar este nexo local-corporativo-global fue una experiencia profundamente ambigua, precaria y desestabilizadora. Sin embargo, los individuos tambi & eacute;n buscaron aprovechar su identidad liminal adoptando m & uacute;ltiples identidades seg & uacute;n su audiencia. Esto implic & oacute; alternar entre renunciar a una identidad local, asimilar una identidad corporativa y construir conjuntamente una identidad global. No obstante, esto produjo una intensa lucha identitaria, erosionando un sentido claro del yo y de pertenencia. Nuestro estudio advierte a las empresas sobre la importancia de ser cuidadosas al apoyar a gerentes en estos espacios intermedios para evitar la trampa del limbo identitario, donde los individuos corren el riesgo de desconectarse y aislarse. Identidades dos gestores em grandes estruturas matriciais de MNEs s & atilde;o complexas e male & aacute;veis. Embora pesquisas tenham examinado as identidades de atores individuais localizados na sede (HQ) ou em subsidi & aacute;rias locais, os singulares desafios de identidade enfrentados por aqueles que operam fora dessas unidades convencionais s & atilde;o imprevis & iacute;veis. Nosso estudo explora como gestores vivenciam e gerenciam uma identidade liminar - sentindo-se entre e no meio de m & uacute;ltiplas identidades. Focando em MNEs norte-americanas do setor de ci & ecirc;ncias da vida, entrevistamos gestores que assumiram responsabilidades globais a partir da sede corporativa, enquanto permaneciam situados em suas subsidi & aacute;rias locais (na Irlanda). Descobrimos que operar entre a sede corporativa, uma rede global e a subsidi & aacute;ria local gerou uma identidade liminar. Navegar por esse nexo local-corporativo-global foi uma experi & ecirc;ncia profundamente amb & iacute;gua, prec & aacute;ria e desestabilizadora. No entanto, indiv & iacute;duos tamb & eacute;m buscaram aproveitar sua identidade liminar adotando m & uacute;ltiplas identidades, dependendo do p & uacute;blico. Isso envolveu alternar entre renunciar a uma identidade local, assimilar uma identidade corporativa e coconstruir uma identidade global. No entanto, isso gerou uma intensa luta de identidade, corroendo um senso claro de si mesmo e de pertencimento. Nosso estudo alerta empresas para que estejam atentas ao apoiar gestores nesses espa & ccedil;os intermedi & aacute;rios para evitar a armadilha do limbo de identidade, em que indiv & iacute;duos correm o risco de se tornarem desconectados e isolados. 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