The objective of the current study was to provide an initial empirical test of the Schneider, Smith, and Sipe (2000) multilevel model of personnel selection. The Schneider et al. (2000) model expanded the traditional approach to validating selection systems to include the impact that selection systems have on the broader organizational system. The current project provided an empirical test of this model by extending the traditional individual-differences approach to validation research and including group- and organization-criteria (e.g., unit-level performance and customer satisfaction). Using a quasi-experimental design, archival data from a managerial development and selection program were analyzed to examine several relationships proposed in the Schneider et al. (2000) model. The current study provided limited support for the Schneider et al. (2000) model. There were several limitations in the current study associated with the use of archival data, but the current study provides an initial indication of practical problems associated with empirically testing the model. While intuitively appealing, testing the Schneider et al. model in applied settings may prove to be a practical challenge because of the nature and complexity of the data required to do so. Although the current study provided limited support for the model, there were some interesting findings that warranted additional examination. Findings from the current study may be informative for both researchers and practitioners. Ideas for future research related to the Schneider et al. (2000) multilevel model of personnel selection are also offered.

Title: Selection of Local and Expatriate Managers of MNEs in the Post-Entry Phase Authors: Rebecka Nilsson and Tilda Nithenius Level: Master thesis, 30 HP Keywords: Post-Entry Phase, Managerial Selection Strategy, Foreign Activities, Multinational Enterprises, Local Manager, Expatriate Manager     Background: The internationalization of companies contributes to competitive advantage as well as challenges for the companies. In foreign activities enterprises exist in different phases, which might have an impact on the management requirements. This makes the strategy of managerial selection relevant because it will ease the overall foreign activities.     Research Question: Which are the underlying factors that influence the selection of host-country managers in the post-entry phase?   Purpose:The purpose of this study is to develop the understanding for companies’ managerial selection strategies in the post-entry phase. In addition, the purpose of this study is to develop a model that will work as a theoretical guideline for managerial selections.   Theoretical Framework:Theories of firms’ internationalization process, different phases for companies that operate internationally and challenges for companies operating abroad, are presented. Further theories of managerial selection, international human resource management and management of international companies are discussed.     Methodology:This study is made with a qualitative research method and a multiple case-study design, with an abductive approach. Eight Swedish companies operating in China were interviewed through semi-structured and low standardized interviews. The respondents from the companies are top managers operating in China.   Findings:There are three underlying factors; trust, knowledge gap and legitimacy, that influence the managerial selection of host-country managers in the post entry-phase. Each underlying factor is indirect influenced by different factors. The underlying factors are also all influenced by an overall factor, social capital. This study implies that the selection of managers, except top managers, changes in the post-entry phase compared to the entry-phase as they recruit host-country nationals.