A Japanese Firm Prefers Expatriate Japanese Managers to Head Its

A Japanese firm prefers expatriate Japanese managers to head its foreign operations because these managers have been socialized into the firm while employed in Japan. This indicates that the firm

A) believes that such managers cannot progress beyond middle-manager positions in their parent company.
B) follows an ethnocentric staffing policy to maintain a unified corporate culture.
C) is trying to create value by transferring core competencies to a foreign operation.
D) requires host-country nationals to be recruited to manage subsidiaries.