expatriate management
TRANSCRIPT
Expatriate adjustment
¤ General or culturar adjustment
¤ Work adjustment
¤ Interaction adjustment
Predictors for adjustment
¤ Personal factors (e.g. learning orientation, self-efficacy)
¤ Job and organizational factors (e.g. support from coworkers, available resources, supervisory support)
¤ Nonwork factors (spouse adjustment as predicor of all facets of adjustment)
¤ Amount of time spent in the new country
Curve of adjustment
¤ U-curve of adjustment received support
¤ But a better prediction model could be
Work adjustment
¤ Enhanced by ¤ low role ambiguity, role confict, role novelty
¤ High role clarity and discretion
¤ Number of months on the assignment
¤ Amount of interaction with host nationals
¤ Openness to new experiences
Moderators
¤ Role discretion has a stronger influence on work adjustment at higher vs. lower management
¤ Native-language competences more useful ¤ For nonnative speakers of English going to English-speaking
countries
¤ Than for English speaker going to non-English speaking countries
Correlations
¤ Interaction adjustment and general/cultural adjustment positive correlated with ¤ Extraversion
¤ Agreeblemess
¤ Opennenss to nex experiences
¤ Native language competence
Humps
¤ Psychological barriers
¤ Unwillingness to communicate with host nationals
Women expatriates
¤ Have better interaction adjustment ¤ despite disadvantages in selection for oversea assignments
Cross-cultural training
¤ Negative relationship with gneral adjustment ¤ Maybe because of the poor quality of the training
¤ Although perceived organizational support was positively associated with general adjustment
Other moderators
¤ Prior experience with a similar culture moderated the relationship between tenure (i.e. length of itme in the current assignemnt) and general adjustment
¤ Culture-general prior experience moderated the relationsip between tenure and work adjustment
Psychological well-being
¤ i.e. maintaining good mental health and psychological well-bein
¤ Includes in the process theory of expatrieate adjustment (Aycan, 1997) as another critical dimension of expatriate adjustment
¤ From a network perspective it is associated with ¤ Network size
¤ Network cultural diversity
¤ Contact frequency
Stress
¤ Adjustment reduces strain
¤ Coping with symptoms better results than problem-focused coping ¤ Expecially for those who
¤ hold lower power positions
¤ Work in culturally distant countries
Expatriate Attitude and Performance
Job satisfaction
¤ Enhanced with ¤ increasing task significance
¤ Job autonomy
¤ Job similarity
¤ teamwork
Organizational commitment
¤ Positive associated with ¤ Perceived value that organizations attach to international
assignments
¤ Low role ambiguity
Perceived organizational support
¤ To career developemt enhanced commitment to the parent company
¤ Support in financial matters enhances commitment to the local unit
Intention to withdraw from assignment
¤ Negatively associated with ¤ Job satisfaction
¤ Organizational commitment
¤ Participation in decision making
¤ Extraversion
¤ Agreebleness
¤ Emotional stability
¤ Perceived organizational support to work-family balance
¤ Low work-family conflict
Performance
¤ Positively related to ¤ Density and quality of ties with host country nationals
¤ Conscientiousness
¤ Self-monitoring
¤ Leader member exchange
¤ Negative related to ¤ Cultural distance
Source: „Cross-Cultural Organizational Behavior“
¤ Gelfand, M.J., Erez, M., & Aycan, Z. (2007)
¤ The Annual Review of Psychology
¤ Pp. 492-494