Demystifying the myth about marginals: Implications for global leadership

dc.contributor.authorFitzsimmons, Stacey R.
dc.contributor.authorLee, Yih-teen
dc.contributor.authorBrannen, Mary Yoko
dc.date.accessioned2016-10-04T19:22:41Z
dc.date.available2016-10-04T19:22:41Z
dc.date.copyright2013en_US
dc.date.issued2013
dc.description.abstractMarginals are a type of bicultural (or multicultural) individual who have internalized 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 organizations. 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 marginalized experience, to contend that under certain conditions, marginals may possess certain advantages that facilitate their potential to excel as global leaders.en_US
dc.description.reviewstatusRevieweden_US
dc.description.scholarlevelFacultyen_US
dc.identifier.citationFitzsimmons, S.R., Lee, Y., & Brannen, M. (2013). Demystifying the myth about marginals: Implications for global leadership. European Journal of International Management, 7(5), 587-603.en_US
dc.identifier.urihttp://dx.doi.org/10.1504/EJIM.2013.056479
dc.identifier.urihttp://hdl.handle.net/1828/7595
dc.language.isoenen_US
dc.publisherEuropean Journal of International Managementen_US
dc.subjectCultural Identitiesen_US
dc.subjectMarginalsen_US
dc.subjectBiculturalsen_US
dc.subjectMulticultural Individualsen_US
dc.subjectGlobal Leadershipen_US
dc.titleDemystifying the myth about marginals: Implications for global leadershipen_US
dc.typePostprinten_US

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