How can employees of multinational corporations (MNCs) who are dispersed in various locations around the globe feel included? Integrating social capital theory and the MNC literature regarding resource and status differences between employees located in headquarter (HQ) versus non-HQ (i.e., subsidiary) country locations, we examined the role of the focal employee's professional advice ties and specifically their centrality as a source of advice to HQ contacts in enhancing inclusion. Moreover, we assessed the efficacy of two agentic strategies (i.e., cross-border work and access to well-connected site leaders) in facilitating the formation of inclusion-enhancing professional advice ties and whether their impact depends additionally on the focal employee's location inside or outside HQ country locations. Testing our predictions in a sample of 362 MNC employees dispersed across 33 sites, our findings showed that being central as a source of professional advice to HQ contacts enhanced employees' perceived inclusion. We also found that although employees in non-HQ countries suffered a "geographic disadvantage" in building professional advice ties to HQ contacts, these employees gained centrality as a source of professional advice to HQ contacts when they engaged in work that required cross-border interactions, especially when they also had site leaders who were well-connected. For employees located inside HQ countries, their professional advice ties to other HQ contacts were facilitated by having well-connected site leaders. We discuss the theoretical implications of our findings and provide practical recommendations for enhancing the inclusion of MNC employees based on whether they are located inside or outside of HQ countries. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

中文翻译：

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眼不见心不烦？加强跨国组织包容性的网络战略。

分散在全球不同地点的跨国公司 (MNC) 的员工如何感到被包容？整合社会资本理论和跨国公司关于总部（HQ）员工与非总部（即子公司）国家/地区员工之间资源和地位差异的文献，我们研究了核心员工的专业建议关系的作用，特别是他们作为为总部联系人提供关于加强包容性的建议来源。此外，我们评估了两种代理策略（即跨境工作和接触人脉广泛的站点领导者）在促进形成增强包容性的专业建议关系方面的功效，以及它们的影响是否还取决于核心员工在内部或总部国家/地区以外的地区。在分布在 33 个地点的 362 名跨国公司员工样本中测试我们的预测，我们的发现表明，作为向总部联系人提供专业建议的核心来源，增强了员工的感知包容性。我们还发现，尽管非总部国家/地区的员工在与总部联系人建立专业建议联系方面遭受“地理劣势”，但当这些员工从事需要跨境互动的工作时，他们作为向总部联系人提供专业建议的来源获得了中心地位，尤其是当他们还有人脉广泛的站点领导时。对于位于总部所在国家/地区的员工，他们与其他总部联系人的专业建议关系是通过拥有人脉广泛的站点领导来促进的。我们讨论了我们的研究结果的理论意义，并根据跨国公司员工是位于总部所在国家/地区的内部还是外部，提供了增强包容性的实用建议。（PsycInfo 数据库记录 (c) 2020 APA，保留所有权利）。