How does perceived organizational support promote expatriates’ taking charge behavior: the roles of psychological ownership and the subsidiary support climate

The taking charge behavior exhibited by expatriates is key to enhance teamwork efficiency and improve the operational performance of overseas subsidiaries. The purpose of this study is to investigate how and when perceived organizational support (POS) from the home country influences expatriates’ taking charge behavior in the context of subsidiaries. On the basis of social identity theory, this study introduces psychological ownership with regard to subsidiaries as a mediating variable that can explain expatriates’ feelings of attachment and ownership toward their subsidiaries. Additionally, the subsidiary supportive climate is identified as a relevant moderating variable. The findings of this research, which are based on an analysis of a sample of 308 matched supervisors and subordinates, reveal that the career POS and financial POS provided by the parent company positively influence taking charge, whereas adjustment POS does not have a significant effect in this context. Furthermore, the results of this research highlight the fact that career POS and financial POS foster a sense of psychological ownership with respect to the subsidiary, thereby enhancing expatriates’ taking charge behavior. Notably, in environments that are characterized by strong subsidiary support climates, expatriates’ psychological ownership has an even more pronounced effect on their taking charge behavior. In conclusion, this study offers insights into the motivating factors and constraints that shape expatriates’ taking charge behavior at the organizational level, and it has practical implications for multinational companies (MNCs) seeking to provide adequate financial and career support to expatriates with the goal of promoting responsible behavior among those expatriates effectively. Furthermore, it is important to establish a supportive environment within subsidiaries.