Demystifying the myth about marginals: implications for global leadership
by Stacey R. Fitzsimmons; Yih-teen Lee; Mary Yoko Brannen
European J. of International Management (EJIM), Vol. 7, No. 5, 2013

Abstract: Marginals are a type of bicultural (or multicultural) individual who have internalised more than one culture, yet do not identify strongly with either or any of them; they are simultaneously cultural insiders and outsiders. This duality has led them to be overlooked as positive contributors to organisations. On average, marginals have been found to experience worse psychological, social and adjustment outcomes than other biculturals. However, in this paper, we argue that new evidence challenges this view. We propose a conceptual explanation for the outliers from the average marginalised experience, to contend that under certain conditions, marginals may possess certain advantages that facilitate their potential to excel as global leaders.

Online publication date: Wed, 10-Sep-2014

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the European J. of International Management (EJIM):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com