Trapped in the MNE matrix: liminal identity at the local–corporate–global nexus

Managers’ identities in large matrixed MNE structures are complex and pliable. While research has examined the identities of individual actors located in headquarters (HQ) or local subsidiaries, the unique identity challenges faced by those operating outside these conventional units are less predictable. Our study explores how managers experience and manage a ‘liminal identity’—feeling ‘betwixt and between’ multiple identity positions. Focusing on US MNEs in the life sciences sector, we interviewed managers who assumed global responsibilities from corporate HQ while remaining situated in their local (Irish) subsidiary. We find that operating between corporate HQ, a global network, and the local subsidiary forged a liminal identity. Straddling this local–corporate–global nexus was a profoundly ambiguous, precarious, and destabilizing experience. Yet, individuals also sought to leverage their liminal identity by adopting multiple identities, depending on the audience. This involved ‘switching’ between renouncing a local identity, assimilating a corporate identity and co-constructing a global identity. However, this produced an intense identity struggle, eroding a clear sense of self and belonging. Our study cautions firms to be attentive when supporting managers in these ‘in-between’ spaces to avoid the trap of ‘identity limbo’, where individuals risk becoming disconnected and isolated. In multinational enterprises (MNEs), managers often work within complex matrix structures that combine different reporting lines and responsibilities. These structures can create overlapping priorities and conflicting demands, which can be difficult for managers to navigate. This article explores how managers in MNEs experience and manage their identities when they find themselves in these complex, in-between positions, known as "liminal identities". This article investigates how managers in MNEs deal with their liminal identities through identity work, which involves the ongoing process of constructing and negotiating one's sense of self. The research focuses on six case studies of U.S. MNEs in the life sciences sector, examining managers who have corporate responsibilities while remaining at local subsidiaries. These managers operate in a unique space, not fully part of the local subsidiary or the corporate headquarters, leading to a state of "in-betweenness." The research identifies three main identity work practices: renouncing a local identity, assimilating a corporate identity, and co-constructing a global identity. These practices involve managers adapting their behaviors and values to align with different stakeholder expectations. The findings reveal that managers with liminal identities face significant challenges in maintaining a coherent sense of self. They often experience identity incoherence, feeling disconnected from both the local and corporate environments. This struggle is particularly intense for managers with longer tenure in larger MNEs, who must constantly switch between different identity positions. We find that while liminal identities offer flexibility, they also pose risks of identity incoherence, leaving managers in a state of perpetual uncertainty. The research contributes to the understanding of identity work in MNEs by highlighting the complex dynamics of liminal identities and their impact on managers' ability to navigate matrix structures. Future implications suggest that organizations should provide support and development programs to help managers build a "matrix mindset" and manage the stress associated with their roles. The text was initially drafted using artificial intelligence, the reviewed by the author(s) to ensure accuracy.