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.
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Cooper et al. (2007) studied this question.
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