Multinational companies (MNCs) often invite foreign subsidiary employees or inpatriates to their headquarters (HQ) to internalize the MNCs’ corporate values and transfer those values to their subsidiaries after repatriation. However, there is a lack of understanding about how and why inpatriates internalize these corporate values during their HQ experiences. By integrating the perspectives of international adjustment and organizational socialization with that of on-the-job learning, we develop a model wherein the job-related and psychosocial factors that inpatriates encounter at HQ promote their internalization of corporate values. Using a sample of 110 foreign subsidiary employee–supervisor dyads from the HQ of a Japanese MNC to which the employees were assigned as inpatriates, we found that developmental job assignments and psychosocial mentoring during inpatriation influenced the internalization of corporate values, which was partially and sequentially mediated by proactive socialization behavior and organizational identification. This study’s findings have significant implications for the theory and practice of inpatriation management, particularly with regard to how MNCs promote the internalization of corporate values among inpatriates.

中文翻译：

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如何将总部内部的企业价值内部化：发展性工作分配和社会心理辅导的作用

跨国公司（MNC）通常会邀请外国子公司员工或外籍人士到总部（HQ）内部化跨国公司的公司价值，并在遣返后将这些价值转移给其子公司。但是，对于在总部工作期间外来人员如何以及为何将这些公司价值内部化的认识不足。通过将国际调整和组织社会化的观点与在职学习的观点相结合，我们开发了一个模型，其中，总部派遣人员遇到的与工作相关的和社会心理因素促进了公司价值观的内在化。使用来自日本跨国公司总部的110名外国子公司雇员-主管二人组的样本，该雇员被分配为外国人，我们发现，在迁入期间进行发展性工作分配和社会心理指导会影响公司价值的内在化，而公司价值的内在化是由积极的社会化行为和组织认同部分地和顺序地介导的。这项研究的发现对跨国公司管理的理论和实践具有重要意义，特别是在跨国公司如何促进跨国公司内部价值的内部化方面。