| Abstract: | Drawing on person–environment fit and national identity theory, the article proposes that person–national culture fit is likely to influence the promotability of host‐country nationals in multinational firms. Focusing on fit with upward influence tactics, it suggests that the parent company's national culture influences managerial expectations of host‐country nationals in foreign subsidiaries. It argues that host‐country managers who demonstrate upward influence tactics that are culturally appropriate to the parent company's national culture will be more promotable than those who do not. Higher‐level supervisors were asked to assess the promotability of two direct subordinates, who were independently surveyed about the upward influence tactics they used. The study contrasted ingratiation, exchange of benefits and coalition, and directness influence tactics of host‐country nationals in domestic Ecuadorian firms with American and German multinationals in Ecuador. Compatible with our hypotheses, data from a sample of 79 firms suggest that exchange of benefits and coalition are more likely to be associated with promotability in German than in domestic Ecuadorian firms. In addition, upward‐appeal assertiveness is more likely to be associated with promotability in American than in domestic Ecuadorian firms. |
