Understanding 'appropriateness' in multinational organizations

Assessments of the appropriateness and inappropriateness of behaviors may influence conflict, cohesion, and goal attainment in multinational organizations (MNOs). We develop a model of appropriateness that illustrates how various arrangements in MNOs (e.g., geocentric staffing) may work to influence the likelihood of (in-) appropriateness assessments as well as the magnitude of the reactions (positive or negative) to such assessments via their influence on members' ingroup-outgroup categorizations. Copyright (c) 2007 John Wiley & Sons, Ltd.