A paradox theory perspective of boundary spanning gains and losses: locally hired parent country nationals in emerging market multinational corporations

Purpose This study, by examining how locally hired parent country nationals (PCNs) in emerging market multinational corporations (EMNCs) experience and manage paradoxical tensions through boundary-spanning practices, provides an integrative perspective of how the gains and losses of boundary spanning are co-produced. Design/methodology/approach Drawing on 73 semi-structured interviews with locally hired PCNs and organizational expatriates in Chinese MNC subsidiaries in Japan, this study employs an abductive analysis informed by paradox theory to identify boundary-spanning roles and the paradoxes associated with locally hired PCNs. Findings Locally hired PCNs enact four boundary-spanning roles – coordinative link-pin, relational broker, operational mediator, and knowledge facilitator – that expose them to performing, belonging, organizing, and learning paradoxes. The same practices that provide benefits also create strain and vulnerability, suggesting that gains and losses are interdependent and co-produced. Furthermore, the findings suggest that paradox management reproduces and intensifies tensions for boundary spanners. Originality/value This study advances boundary-spanning research by theorizing gain–loss interdependence and conceptualizing boundary spanning as a paradox management practice. It also extends paradox theory by demonstrating how managing paradoxes may reinforce tensions and highlights the structurally ambiguous position of locally hired PCNs in EMNC subsidiaries.