Bridging Global Leadership and Local Talent: Succession Planning and Cultural Adaptation in a Multinational Context

https://doi.org/10.35912/ambus.v1i2.3863
Published: Jan 27, 2026

Abstract:

Purpose: This study examines the influence of cultural adaptation and succession planning on organizational sustainability at PT Mitsubishi Electric Automotive Indonesia (MEAI), a Japanese multinational subsidiary, focusing on leadership continuity, knowledge transfer, and talent retention amid frequent expatriate rotations and cross-cultural work practices.

Research Methodology: A qualitative case study approach was used. Data were collected from six key informants, including senior managers and high-potential employees, through in-depth interviews, open-ended questionnaires, observations, and analyses of documents. The data were analyzed using thematic analysis with NVivo 12 to ensure the rigor and traceability of the analysis.

Results: The findings show that short expatriate assignments limit effective knowledge transfer, while the dominance of expatriates in strategic roles creates a glass ceiling that reduces local talent commitment to the organization. Tensions arise between Japanese seniority-based practices and local merit-based expectations in the UAE. Cultural intelligence is a key mechanism for aligning global corporate values with local succession needs.

Conclusions: To improve leadership continuity and talent retention, MEAI should adopt an integrated globalization strategy, including reverse mentoring, longer expatriate tenures, and dual career pathways. Aligning succession planning with inclusive cultural adaptation is crucial for sustaining the performance of multinational subsidiaries.

Limitations: This study focuses on a single Japanese multinational subsidiary and is limited by its small sample size and reliance on self-reported data.

Contribution: This research provides practical insights into succession planning and cultural adaptation, enhancing the understanding of leadership sustainability in culturally diverse multinational contexts.

Keywords:
1. Cultural Adaptation
2. Cultural Intelligence
3. International HRM
4. Multinational Sustainability
5. Succession Planning
Authors:
1 . Margareta Endah Setyorini
Universitas Tanri Abeng, Jakarta, Indonesia
2 . Narti Eka Putri
Universitas Tanri Abeng, Jakarta, Indonesia
3 . Chairul Hamdani
Universitas Tanri Abeng, Jakarta, Indonesia
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How to Cite
Setyorini, M. E. ., Putri, N. E. ., & Hamdani, C. . (2026). Bridging Global Leadership and Local Talent: Succession Planning and Cultural Adaptation in a Multinational Context. Advances in Management and Business Studies, 1(2), 83–96. https://doi.org/10.35912/ambus.v1i2.3863
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Issue & Section
Vol. 1 No. 2 (2026): February
Articles
References

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    Shinde, O., & Surve, M. (2025). Understanding Generation Z in the Workplace: Adapting Organizational Strategies for a New Era of Work. International Journal of Science and Research (IJSR), 14(3), 790-797. doi:https://doi.org/10.21275/sr25316115930

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    Zabel, C., & O’Brien, D. (2024). Understanding dynamic capabilities in emerging technology markets: antecedents, sequential nature, and impact on innovation performance in the extended reality industry. European Journal of Innovation Management, 27(9), 305-336. doi:https://doi.org/10.1108/EJIM-07-2023-0574

  1. Abdulhamed, R., & Lonka, K. (2025). Acculturation orientations among immigrant-origin youth: How is acculturation associated with self-esteem, sense of belonging, and discrimination? Journal of International Migration and Integration, 26(2), 669-697. doi:https://doi.org/10.1007/s12134-024-01194-1
  2. Aduwo, M. O., Akonobi, A. B., & Okpokwu, C. O. (2021). Leadership development and succession planning framework for multicultural organizations: ensuring sustainable corporate leadership pipelines. Leadership, 2(4), 1017-1034. doi:https://doi.org/10.54660/.ijmrge.2021.2.4.1017-1034
  3. Alrifae, A. A. M., Alhabeeb, A. A., Alhanatleh, H., & Alnajdawi, S. (2025). Exploring the Role of Succession Planning and Talent Development in Enhancing Organizational Agility: The Case of Saudi Banking. Sustainability, 17(24), 11215. doi:https://doi.org/10.3390/su172411215
  4. Bano, Y. (2023). Succession planning best practices for large and small organizations. Mediterranean Journal of Social Sciences, 13(2), 11-21. doi:https://doi.org/10.36941/mjss-2022-0013
  5. Bouland-van Dam, S. I., Oostrom, J. K., De Kock, F. S., Schlechter, A. F., & Jansen, P. G. (2021). Unravelling leadership potential: conceptual and measurement issues. European Journal of Work and Organizational Psychology, 30(2), 206-224. doi:https://doi.org/10.1080/1359432X.2020.1787503
  6. Busch, T., Barnett, M. L., Burritt, R. L., Cashore, B. W., Freeman, R. E., Henriques, I., . . . Schaltegger, S. (2024). Moving beyond “the” business case: How to make corporate sustainability work. Business strategy and the environment, 33(2), 776-787. doi:https://doi.org/10.1002/bse.3514
  7. Hu, W. (2023). Study of cultural adaptation in the context of intercultural communication. International Journal of Education and Humanities, 11(3), 440-443. doi:https://doi.org/10.54097/ijeh.v11i3.15141
  8. Icabella Sitanggang, D., Syahfitri, S., Ardhana, M. S., Simanjuntak, Y., Zendrato, A., & Robain, W. (2024). Pengaruh perbedaan budaya dan kondisi ekonomi terhadap pengelolaan sumber daya manusia dalam perusahaan multinasional. Yos Soedarso Economic Journal (YEJ), 6(3), 58-65.
  9. Lei, L., Ngo, T. A., Yu, H., Adams, K., & ?ástek, O. (2025). Toward a person-centered approach to cross-cultural adjustment: comparing profiles between female and male expatriates. Journal of Business Research, 201, 115733. doi:https://doi.org/10.1016/j.jbusres.2025.115733
  10. Mabhanda, W., & Masukume, H. (2025). Impact of succession planning practices on employee relations among health professionals in one government hospital in Zimbabwe. Annals of Management and Organization Research, 6(3), 221-236. doi: https://doi.org/10.35912/amor.v6i3.2413
  11. Maika, M. R., & Perkasa, D. H. (2024). Peran Lintas Budaya Terhadap Kinerja Karyawan Di Multinational Company–Literatur Review. Jurnal Perspektif Manajerial dan Kewirausahaan (JPMK), 4(2), 138-147. doi:https://doi.org/10.59832/jpmk.v4i2.259
  12. Mailani, D., Hulu, M. Z. T., Simamora, M. R., & Kesuma, S. A. (2024). Resource-Based View Theory to achieve a sustainable competitive advantage of the firm: Systematic literature review. International Journal of Entrepreneurship and Sustainability Studies, 4(1), 1-15. doi:https://doi.org/10.31098/ijeass.v4i1.2002
  13. Mariappanadar, S. (2025). Human Capital to Implement Corporate Sustainability Business Strategies for Common Good. Sustainability, 17(10), 4559. doi:https://doi.org/10.3390/su17104559
  14. Maroga, R. S., Schultz, C. M., & Smit, P. K. (2024). Succession planning mediates self-leadership and turnover intention in a state-owned enterprise. SA Journal of Human Resource Management, 22, 2304. doi:https://doi.org/10.4102/sajhrm.v22i0.2304
  15. Muhammad, N. I., Sirait, A. H., Ahmad, A. C., & Jabid, A. W. (2025). Business sustainability strategy: Systematic literature review. Society, 13(1), 705-727. doi:https://doi.org/10.33019/society.v13i1.784
  16. Nurinaya, N., & Marhumi, S. (2025). Leadership Strategy Evaluation and Succession Planning in Preparing the Company’s Future Leaders. Advances in Human Resource Management Research, 3(1), 1-14. doi:https://doi.org/10.60079/ahrmr.v3i1.405
  17. Parihar, V., & Singh, S. (2025). Understanding millennials and generation Z in the workplace. International Journal of Research in Human Resource Management, 7(1), 568-574. doi:https://doi.org/10.33545/26633213.2025.v7.i1f.330
  18. Reic, I. (2023). Understanding Expatriates' Cultural Adjustment and Performance in International Assignments. The Qualitative Report, 28(9), 2814-2833. doi:https://doi.org/10.46743/2160-3715/2023.5918
  19. Rosiqin, K., & Anshori, M. I. (2024). Manajemen Perbedaan Budaya Dalam Organisasi Global Perusahaan Multinasional: Systematic Literature Review. YUME: Journal of Management, 7(3), 1512-1522. doi:https://doi.org/10.37531/yum.v7i3.7838
  20. Rotolo, C. T., Church, A. H., Adler, S., Smither, J. W., Colquitt, A. L., Shull, A. C., . . . Foster, G. (2018). Putting an end to bad talent management: A call to action for the field of industrial and organizational psychology. Industrial and Organizational Psychology, 11(2), 176-219. doi:https://doi.org/10.1017/iop.2018.6
  21. Roudometof, V. (2016). Theorizing glocalization: Three interpretations1. European Journal of Social Theory, 19(3), 391-408. doi:https://doi.org/10.1177/1368431015605443
  22. Samuel, I., & Isa, M. Y. M. (2024). The mediating role of talent management in succession planning and private organization sustainability: A conceptual article. Journal of Current Social and Political Issues, 2(1), 22-33. doi:https://doi.org/10.15575/jcspi.v2i1.703
  23. Shinde, O., & Surve, M. (2025). Understanding Generation Z in the Workplace: Adapting Organizational Strategies for a New Era of Work. International Journal of Science and Research (IJSR), 14(3), 790-797. doi:https://doi.org/10.21275/sr25316115930
  24. Shvetsova, O. (2025). Managing Global Talent: Innovative Solutions and a Sustainable Strategy Using a Human-Centric Approach. Administrative Sciences, 15(5), 190. doi:https://doi.org/10.3390/admsci15050190
  25. Zabel, C., & O’Brien, D. (2024). Understanding dynamic capabilities in emerging technology markets: antecedents, sequential nature, and impact on innovation performance in the extended reality industry. European Journal of Innovation Management, 27(9), 305-336. doi:https://doi.org/10.1108/EJIM-07-2023-0574