International staffing is relatively unexplored for service firms as much of the literature focuses on manufacturing firms. We draw on the knowledge-based perspective to analyze three key issues related to venture capital firms' international staffing: composition of the international staffing pool; reasons for the deployment of expatriates; and the process through which staff co-ordinate international decision-making, respectively. These research questions are investigated in an exploratory study combining a survey and qualitative interviews. The results suggest that the recruitment of local executives is significantly more important than the deployment of expatriates, and expatriation is significantly more important for transferring knowledge than for other motives suggested in the literature. In VC firms, investment committees play a key role in international decision-making, which allows them to manage challenges that otherwise would require deployment of expatriates. Implications of these results for future IHRM research and for the management of venture capital firms are discussed.

Additional Metadata
Keywords International knowledge-sharing, International staffing, Knowledge-based view, Venture capital firms
Persistent URL dx.doi.org/10.1080/09585190802528649, hdl.handle.net/1765/15840
Citation
Pruthi, S, Wright, D.M, & Meyer, K.E. (2009). Staffing venture capital firms' international operations. International Journal of Human Resource Management, 20(1), 186–205. doi:10.1080/09585190802528649