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1
Woods, Peter Robert. "Cross-Cultural Management Performance Evaluation in the Expatriate Context." Thesis, Griffith University, 2007. http://hdl.handle.net/10072/367389.
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This research responds to the practical need for an effective appraisal strategy for expatriates that incorporates the unique challenges of cross-cultural management (Audia & Tams, 2002; Bonache, Brewster, & Suutari, 2001). The need for research examining the performance evaluation of expatriates, particularly with regard to their cross-cultural management performance, has been identified in previous research (J. S. Black, Gregersen, Mendenhall, & Stroh, 1999; Triandis, 2001). How raters from the host country with differing cultural perspectives (in particular those who are being managed by the expatriate) can be involved in evaluating performance has also been identified as a research need (Audia & Tams, 2002).
The research attempts to address these needs by answering the research question of ‘how can a cross-cultural management performance framework include self-ratings and ratings by cultural others?’ through three empirical research studies. The research utilises the social constructivist paradigm (Schwandt, 1998) to examine effective evaluation of cross-cultural management performance utilising appropriate performance elements and multiple raters. Although there have been numerous studies identifying predictors for expatriate success (Shaffer, Harrison, Gregersen, Black, & Ferzandi, 2006), studies identifying the unique performance elements needed for effective cross-cultural management in the expatriate context are rare (Fish & Wood, 1997). Research on Australian expatriate managers has reported problems with their performance in the cross-cultural environment (Dawkins, Savery, & Mazzarol, 1995), particularly their cross-cultural management skills, and so Australian expatriate managers are a particular focus of this research.
Study One evaluates the performance appraisal methods of expatriate managers from the perspectives of 51 Australian and Singaporean expatriate managers and Australian human resource professionals, detailing their critical perceptions of fairness and accuracy. Based on semi-structured interviews, the Study proposes more effective performance appraisal practices, focusing on the critical use of feedback from host country national subordinates, and the need for cross-cultural management specific performance criteria. Studies Two and Three explore this proposal further.
Study Two develops a model of cross-cultural management performance evaluation within the expatriate context. The model is grounded in relevant literature and analysis of the results of a focus group and semi-structured interviews with 68 expatriate managers and host country national subordinates from 24 countries. The interview and focus group transcripts were analysed through an inductive three step coding process outlined by Strauss (1987). The Study found that an expatriate’s cross-cultural management performance should be assessed through rating specific elements of cultural awareness, open-mindedness, flexibility, knowledge of the host country business environment, respect for cultural others and their culture, local language ability, task performance and contextual performance in a multiple rater performance appraisal process...<br>Thesis (PhD Doctorate)<br>Doctor of Philosophy (PhD)<br>Department of Management<br>Griffith Business School<br>Full Text
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Elobeidi, Fathi A. "Degrees of expatriate management adjustment : a study of expatriate managers working in the Libyan oil industry." Thesis, University of Gloucestershire, 2016. http://eprints.glos.ac.uk/4806/.
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In this study my focus/aim/main concern is the successful or unsuccessful adjustment of non- Libyans from across the world who have worked in Libyan oil companies. I want to know what factors create success. To help me to do this I also ask some Libyan managers (who have worked out of Libya) what they think makes for success. From this data, I have derived a model which identifies the differences between all the other process models for expatriate success and my own Libyan contextual model. The study of socio-cultural and psychological adjustment in the literature on cross-cultural adjustment has maintained that there is a difference between these forms of adjustment, however I wanted to investigate the possibility that there might be a close relation between the two. My study is relevant as international mobility and cross-cultural adjustment is becoming a common experience for a growing number of employees sent on long-term international assignments. The methodology used initially starts with the collection of quantitative data then moves toward a more interpretive stance; with the collection of qualitative data therefore I adopted an interpretivist paradigm using numbers and words. In my study a questionnaire was distributed to a group of participants because of quantitative analysis of the data collected a subsequent group were identified who are at either end of the cross-cultural adjustment scale and they were invited to take part in an interview. Because of the qualitative analysis of data gathered from these interviews an exploration was carried out using thematic analysis to discover whether managerial, organisational or societal factors have had an impact on these individuals’ feelings of adjustment. A key aim was to clearly identify the factors that affect adjustment. My process model for an Arabic nation is based on the adjustment of expatriate managers working in the Libyan oil industry and highlighting the key factors that influence their ability to adjust. My findings indicate that a manager coming from an individualised society to a more collective one or vice versa, may have difficulty in adjusting or feeling they are a part of the group. Such feelings are related to the theories of social identity and social categorisation. There has been very little previous expatriate adjustment research carried out using an interpretivist methodology, which I have conducted to find out these managers’ actual perceptions hence can talk about their levels of adjustment and the need for experience.
3
Banai, Moshe. "Cultural adaptation of expatriate managers in foreign banks in London." Thesis, London Business School (University of London), 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.309377.
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Russell, Roger Chesley. "Expatriate managers' immersion in another culture: a phenomological study of lived experiences." Thesis, Curtin University, 2006. http://hdl.handle.net/20.500.11937/396.
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Although adjusting to a foreign culture is not easy, being immersed in another culture is an experience lived by a growing number of persons in the globalized world. For expatriate managers, successful adjustment is imperative and fundamental in establishing overall effectiveness during overseas assignments. It is intriguing that organizations often blame the individual when expatriate assignments fail (Deresky 2002; Hodgetts and Luthans 2000; Swaak 1995a; Tung 1987) rather than recognizing that others may lack understanding of what it is like to be immersed in another culture. A study of Canadian expatriate managers who have worked in non-government organizations (NGOs) in Indonesia is presented. The research focuses on interpreting the lived experience of expatriate managers using their own words and meanings. Written descriptions from research participants were obtained via email and analysed/synthesized using Giorgi's descriptive phenomenological method (Giorgi 1975; 1985; Giorgi & Giorgi 2003). The central finding of the study is that expatriates experience paradoxical ways of being including feelings of: understanding/not understanding, discomfort/comfort, powerfulness/powerlessness, belonging/not belonging, being open to the new culture/yet holding on to own culture, freedom/restriction, being supported/not supported, and being unchanged/changed when immersed, living and working in another culture. The new knowledge and understanding obtained from this research may result in alterations to present human resource management practices and strategies utilized in facilitating and supporting expatriate assignments. These changes will enhance the experience for expatriate managers and organizations alike.
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Ambuske, Gail Cort. "A narrative analysis of the subjective experience of U.S expatriate managers." Case Western Reserve University School of Graduate Studies / OhioLINK, 1990. http://rave.ohiolink.edu/etdc/view?acc_num=case1054921493.
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Wang, Gongping. "Organisational and cross-cultural challenges facing expatriate hotel managers in China." Thesis, Cape Peninsula University of Technology, 2009. http://hdl.handle.net/20.500.11838/981.
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Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2009<br>Within China's the hotel industry, they are known as expatriate managers and. on
behalf of parent multinational hotel corporations, provide an element of control and
co-ordination within local operating units. On average, organisations spend over two
and a half times more money to send an employee on an expatriate assignment than
they would if they hired employees locally. Expatriate managers have been faced
with new and complex organisational cultures and work practices. In order to avoid
expensive failure costs and to manage suci:essfuJly, an exploration of the issues that
face international hotel managers in China. is both timely and relevant
A qualitative case study approach was used for this thesis, while secondaIy dala was
obtained from private, as well as public sources. Primary data was collected via
questionnaires from hotel managers comprising both locals and expatriates. whilSt
specific questions were exclusively posed to expatriate managers.
Through collection and analysis of infonnation and data, and a thorough
understanding of the research problem, this study provides a useful reference for
expatriate hotel managers who are confronled with the issues of managing Chinese
employees, as well as basic Chinese cultural, ethical and business valUes.
Primarily this research examines challenges, which mostly arise from cross-cuIturaI
differences between Westem and Chinese values, as well as a range of diverse
organisational cultures and management styles within China's hotel industry. South
Africa has become China's the biggest trading partner within Africa, while an
increasing number of South African companies invest in China. The research is
paramount to any foreign organisation that wants to conduct business in China.
7
au, H. Chang@curtin edu, and Hyun Chang. "Cross-Cultural Adjustment of Expatriate Managers: A Comparative Study of Australian Managers Working in Korea and Korean Managers Working in Australia." Murdoch University, 2008. http://wwwlib.murdoch.edu.au/adt/browse/view/adt-MU20080908.105229.
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International assignments are increasingly important in the global business world but many assignments end up in failure causing heavy losses on many expatriates and their organizations. This study employees a multi-dimensional approach, as suggested by much of the literature on international assignments of Australian expatriates in Korea and Korean expatriates in Australia.
Hierarchical regression indicated that their expatriate success in performance can be accurately predicted by Family Adaptation how well the family adapted to the overseas location, Nationality where Korean respondents reported a much higher level of family adaptation with the move compared to Australian managers, and Age that older managers were more likely to report success with an overseas posting. Family adaptation with overseas work assignments, was determined by the level of Spouse Agreement and Nationality.
Overall, Korean expatriates rated their own performance and level of adaptation much higher than those of Australians in all measurement categories. The Korean group may have outperformed the Australian expatriate group in adjustment and performance, possibly due to their strength in language skills, educational level, religious and socialization commitments, situation-orientation, but most importantly, due to the stability in family and spouse relationships. The outcome suggests that organizations should address the issues related to spouse adjustment in order to ensure successful expatriate operations, from the stage of accepting assignments to the repatriation stage. There is some evidence at least in this research to suggest that these findings need to be replicated with larger samples and considered in future management policy.
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Chang, Hyun. "Cross-cultural adjustment of expatriate managers: a comparative study of Australian managers working in Korea and Korean managers working in Australia." Thesis, Chang, Hyun (2008) Cross-cultural adjustment of expatriate managers: a comparative study of Australian managers working in Korea and Korean managers working in Australia. Professional Doctorate thesis, Murdoch University, 2008. https://researchrepository.murdoch.edu.au/id/eprint/649/.
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International assignments are increasingly important in the global business world but many assignments end up in failure causing heavy losses on many expatriates and their organizations. This study employees a multi-dimensional approach, as suggested by much of the literature on international assignments of Australian expatriates in Korea and Korean expatriates in Australia.
Hierarchical regression indicated that their expatriate success in performance can be accurately predicted by 'Family Adaptation' how well the family adapted to the overseas location, 'Nationality' where Korean respondents reported a much higher level of family adaptation with the move compared to Australian managers, and 'Age' that older managers were more likely to report success with an overseas posting. 'Family adaptation' with overseas work assignments, was determined by the level of 'Spouse Agreement' and 'Nationality.'
Overall, Korean expatriates rated their own performance and level of adaptation much higher than those of Australians in all measurement categories. The Korean group may have outperformed the Australian expatriate group in adjustment and performance, possibly due to their strength in language skills, educational level, religious and socialization commitments, situation-orientation, but most importantly, due to the stability in family and spouse relationships. The outcome suggests that organizations should address the issues related to spouse adjustment in order to ensure successful expatriate operations, from the stage of accepting assignments to the repatriation stage. There is some evidence at least in this research to suggest that these findings need to be replicated with larger samples and considered in future management policy.
9
Chang, Hyun. "Cross-cultural adjustment of expatriate managers : a comparative study of Australian managers working in Korea and Korean managers working in Australia /." Access via Murdoch University Digital Theses Project, 2008. http://wwwlib.murdoch.edu.au/adt/browse/view/adt-MU20080908.105229.
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Russell, Roger Chesley. "Expatriate managers' immersion in another culture: a phenomological study of lived experiences." Curtin University of Technology, Curtin Business School, 2006. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=16807.
Full textAbstract:
Although adjusting to a foreign culture is not easy, being immersed in another culture is an experience lived by a growing number of persons in the globalized world. For expatriate managers, successful adjustment is imperative and fundamental in establishing overall effectiveness during overseas assignments. It is intriguing that organizations often blame the individual when expatriate assignments fail (Deresky 2002; Hodgetts and Luthans 2000; Swaak 1995a; Tung 1987) rather than recognizing that others may lack understanding of what it is like to be immersed in another culture. A study of Canadian expatriate managers who have worked in non-government organizations (NGOs) in Indonesia is presented. The research focuses on interpreting the lived experience of expatriate managers using their own words and meanings. Written descriptions from research participants were obtained via email and analysed/synthesized using Giorgi's descriptive phenomenological method (Giorgi 1975; 1985; Giorgi & Giorgi 2003). The central finding of the study is that expatriates experience paradoxical ways of being including feelings of: understanding/not understanding, discomfort/comfort, powerfulness/powerlessness, belonging/not belonging, being open to the new culture/yet holding on to own culture, freedom/restriction, being supported/not supported, and being unchanged/changed when immersed, living and working in another culture. The new knowledge and understanding obtained from this research may result in alterations to present human resource management practices and strategies utilized in facilitating and supporting expatriate assignments. These changes will enhance the experience for expatriate managers and organizations alike.
11
Campbell, Dorothy. "The international and domestic challenges of female expatriate managers working in China." Connect to Electronic Thesis (CONTENTdm), 2009. http://worldcat.org/oclc/456290005/viewonline.
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Russell, Roger Chesley. "Expatriate managers' immersion in another culture : a phenomenological study of lived experiences /." Full text available, 2006. http://adt.curtin.edu.au/theses/available/adt-WCU20070205.153552.
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Nilsson, Olga, and Aron Thyr. "The importance of social networks for expatriate managers : A case study from Russia." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-176943.
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This thesis has examined how expatriate managers in Russia create and use social networks with other individuals, in order to be successful in their assignment on an international unit. The study has also focused on how corporations can benefit from these networking activities conducted by the expatriates. Semi-structured interviews were conducted with expatriate managers on location in Russia in order to answer the research question. The interviews have later been analyzed by using a theoretical framework mainly based on the social capital theory and the main findings are as follows. Expatriate managers in Russia create networks with other individuals in order to both receive new business opportunities but also for adjusting to life in Russia. Corporations themselves do also benefit from these social networks, since they can create foundations for new business opportunities and increase corporations general image. The limitations of this study are that only Swedish expatriates have been included in the presented empirical material.
14
Al, Qaisi Lamees. "Expatriates in Abu-Dhabi : an investigation of cross-cultural management, adjustment and training of Western expatriate managers in Abu-Dhabi, (UAE)." Thesis, University of Derby, 2001. http://hdl.handle.net/10545/211771.
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This field work study furthers understanding about expatriate management, in particular, the nature of cross-cultural management in Abu Dhabi involving Western expatriate and U. A. E. host national managers, the important features of adjustment for expatriates living and working in Abu Dhabi, and the type of training which will assist them to adjust and to work successfully in this Arabic environment. Qualitative and quantitative data on each issue was gathered during in depth interviews in Abu Dhabi, using structured interview schedules, with thirty nine expatriate and thirty one host national managers drawn from a cross section of functional areas and organisations. Despite the adoption of Western technology and the influence of Western business practices, micro-level management in Abu Dhabi retains a cultural specificity which is consistent with the norms and values of the local culture. There are differences in how expatriates and host nationals define their social roles, and Abu Dhabi's Islamic and Bedouin history appears to influence cross cultural interpersonal interactions. The inability of the spouse and/or family to adapt to Abu Dhabi is identified as a major reason for expatriate assignments to fail, though the causes have less to do with living away from family and friends, than with Abu Dhabi environment. Culture shock is not identified as a major problem, but in Abu Dhabi micro level social factors require greater adjustment than macro level societal factors. The adjustment of expatriate mangersi s facilitated by a strong orientation toward careerd evelopment,p ossessiono f technical/professional expertise, and willingness to engage in a process of continuous `active learning' with respect to the host national society and culture. A four-part model of management training suitable for Abu Dhabi is derived from the study data. It consists of a pre-departure briefing, post-arrival cross-cultural training, language training in basic Arabic and in how to communicate more effectively in English with non-native speakers. III
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Nilsson, Rebecka, and Tilda Nithenius. "Selection of Local and Expatriate Managers of MNEs in the Post-Entry Phase." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-31128.
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Title: Selection of Local and Expatriate Managers of MNEs in the Post-Entry Phase Authors: Rebecka Nilsson and Tilda Nithenius Level: Master thesis, 30 HP Keywords: Post-Entry Phase, Managerial Selection Strategy, Foreign Activities, Multinational Enterprises, Local Manager, Expatriate Manager Background: The internationalization of companies contributes to competitive advantage as well as challenges for the companies. In foreign activities enterprises exist in different phases, which might have an impact on the management requirements. This makes the strategy of managerial selection relevant because it will ease the overall foreign activities. Research Question: Which are the underlying factors that influence the selection of host-country managers in the post-entry phase? Purpose:The purpose of this study is to develop the understanding for companies’ managerial selection strategies in the post-entry phase. In addition, the purpose of this study is to develop a model that will work as a theoretical guideline for managerial selections. Theoretical Framework:Theories of firms’ internationalization process, different phases for companies that operate internationally and challenges for companies operating abroad, are presented. Further theories of managerial selection, international human resource management and management of international companies are discussed. Methodology:This study is made with a qualitative research method and a multiple case-study design, with an abductive approach. Eight Swedish companies operating in China were interviewed through semi-structured and low standardized interviews. The respondents from the companies are top managers operating in China. Findings:There are three underlying factors; trust, knowledge gap and legitimacy, that influence the managerial selection of host-country managers in the post entry-phase. Each underlying factor is indirect influenced by different factors. The underlying factors are also all influenced by an overall factor, social capital. This study implies that the selection of managers, except top managers, changes in the post-entry phase compared to the entry-phase as they recruit host-country nationals.
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Wong, Philco Nai-keung. "Leadership partnership : Chinese and expatriate managers in multi-national construction companies in Hong Kong." Thesis, Curtin University, 2012. http://hdl.handle.net/20.500.11937/487.
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In the era of globalization, people from various cultures are being put together and interactions between them in the workplace are inevitable. The construction industry is no exception. How the management personnel respond to such development has been one of the most popular research areas in the construction management literature. Generally speaking, the literature states that project managers tend to adjust their style of management in a workplace in which he/she deals with subordinates from a variety of nations worldwide.For instance, western project managers, known for their conventional task-oriented management style, usually adopt a more people-oriented approach in a workplace that consists of subordinates from various other nations. Meanwhile, Chinese managers, known for their people-oriented style of management, lean towards the western style of task-orientation in managing construction projects in a multicultural working environment. Similar adjustments have also been discovered in other aspects of these project managers’ management, such as relationship cultures (i.e. communication & conflict resolutions, power relationship with subordinates, and power relationship with superiors and clients) as well.In light of such circumstances, this study aims 1) to investigate if intercultural adjustment takes place in Hong Kong’s multinational construction companies, and 2) to find out the relationships, from the perspectives of Hong Kong Chinese/Expatriate managers and of their subordinates between project managers’ leadership orientations (and relationship cultures) and project performance.The findings suggest that both local (Hong Kong) Chinese and expatriate project managers are experiencing a certain degree of intercultural adjustments. Interestingly, rather than the convergence of management style, which implies a unified set of practices which might be applicable to all project managers within an multicultural workplace, project managers adjust different aspects of their existing management practices. Meanwhile, some deep-rooted cultural values and beliefs are not easily altered, such as the notion of “face” among Chinese project managers and of individual freedom and equal relationship between superiors and subordinates among expatriate managers.The other conclusion reached in this study is that there are noticeable differences as to the relationship between leadership orientations (and relationship cultures) and assessments of project performance, not only among project managers themselves, but also between the perspectives of managers themselves and those of their subordinates. The disparities among the managers may lie in their varying degrees of intercultural adjustments (i.e. previous working/living experience abroad plus current working experience in the multinational workplace). Between project managers and subordinates, the difference is believed to be caused by 1) their respective positions in the project and hence the different perspectives incurred; 2) the subordinates’ innate judgment of project managers based upon their ethnic and cultural backgrounds, which might not necessarily relate to the latter’s actual behaviours in leadership orientations and relationship cultures or 3) project managers’ perceptions of their own leadership orientations/relationship cultures styles reflecting normative judgment of what they ‘should’ reflect.
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Pinto, Frederico Delicado Martins de Oliveira. "O processo de expatriação de gestores : o caso Vortal." Master's thesis, Instituto Superior de Economia e Gestão, 2011. http://hdl.handle.net/10400.5/10288.
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Mestrado em Ciências Empresariais<br>Quando uma empresa decide internacionalizar-se, criando filiais, uma das questões que se põe é a expatriação de gestores, de modo a que a cultura e políticas da empresa não se percam. Assim, este trabalho pretende estudar um caso do que está a ser feito neste momento em Portugal. Foram analisados trabalhos de vários investigadores nesta área, mas nenhum fala sobre a realidade das empresas portuguesas. Assim, estudou-se uma média empresa portuguesa em fase de expansão e com a sua primeira experiência de expatriação de gestores em curso, através de questionário e entrevistas à Direcção de Recursos Humanos e aos próprios gestores expatriados. O trabalho mostrou que a realidade da empresa estudada não corresponde exactamente ao proposto pelos investigadores da área. Apesar de não estar tão estruturado, como sugerem os autores, o processo de expatriação tem mostrado resultados positivos.<br>When a company decides to become international, by creating subsidiaries, one of the issues that arise is the manager's expatriation. This process is very important, as it ensures that the company's culture and policies do not get lost during the expansion. Thus, this paper aims to study a case of what is being done in, currently in Portugal. Despite the large number of studies on this matter, none of them focus on the Portuguese reality. Therefore, I decided to study a Portuguese medium enterprise, which is recently started to expand and is having its first experiment on manager's expatriation. In order to obtain the relevant information, the Department of Human Resources and the managers expatriated, were interviewed and were asked to answer a questionnaire. This analysis showed that the reality of the studied company doesn't correspond exactly to the theories proposed by the researchers in this field. However, in spite of not being structured as the researchers suggest, the company showed positive results as far as the managers' expatriation is concerned.
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Yu, Hyungmin, and Yuxiang Wei. "An Exploratory Study: The Main Challenge of Chinese Expatriate Managers Working in Western Companies." Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-23369.
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Breiden, Oliver. "Antecedents and consequences of work adjustment among German expatriate managers on international assignments : an empirical test of a correspondence model of expatriate work adjustment." Thesis, University of Bradford, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.718868.
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Brewer, Brian. "Challenges for expatriate managers: an exploration of cross-cultural management, adjustment, and training issues faced by Anglo-American managers in Hong Kong." Thesis, Aston University, 1997. http://publications.aston.ac.uk/10711/.
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This field work study furthers understanding about expatriate management, in particular, the nature of cross-cultural management in Hong Kong involving Anglo-American expatriate and Chinese host national managers, the important features of adjustment for expatriates living and working there, and the type of training which will assist them to adjust and to work successfully in this Asian environment. Qualitative and quantitative data on each issue was gathered during in-depth interviews in Hong Kong, using structured interview schedules, with 39 expatriate and 31 host national managers drawn from a cross-section of functional areas and organizations. Despite the adoption of Western technology and the influence of Western business practices, micro-level management in Hong Kong retains a cultural specificity which is consistent with the norms and values of Chinese culture. There are differences in how expatriates and host nationals define their social roles, and Hong Kong's recent colonial history appears to influence cross-cultural interpersonal interactions. The inability of the spouse and/or family to adapt to Hong Kong is identified as a major reason for expatriate assignments to fail, though the causes have less to do with living away from family and friends, than with Hong Kong's highly urbanized environment and the heavy demands of work. Culture shock is not identified as a major problem, but in Hong Kong micro-level social factors require greater adjustment than macro-level societal factors. The adjustment of expatriate managers is facilitated by a strong orientation towards career development and hard work, possession of technical/professional expertise, and a willingness to engage in a process of continuous 'active learning' with respect to the host national society and culture. A four-part model of manager training suitable for Hong Kong is derived from the study data. It consists of a pre-departure briefing, post-arrival cross-cultural training, language training in basic Cantonese and in how to communicate more effectively in English with non-native speakers, and the assignment of a mentor to newly arrived expatriate managers.
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Brewer, Brian. "Challenges for expatriate managers an exploration of cross-cultural management, adjustemnt, and training issues faced by anglo-american managers in Hong Kong /." Online version, 1997. http://ethos.bl.uk/OrderDetails.do?did=1&uin=uk.bl.ethos.262778.
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Li, Yan. "A study of expatriate managers' adaptation, learning, knowledge acquisition, and personal development in multi-national companies in China." Thesis, University of Hull, 2013. http://hydra.hull.ac.uk/resources/hull:8012.
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This research examines how Western expatriate managers adapt, learn, acquire tacit knowledge, and develop when working in China. The research draws on literature associated with expatriate studies, experiential learning theory, and knowledge acquisition in order to develop an expatriate learning process model. Following on from this, the study then examines expatriate learning outcomes from four perspectives: learning style transition, adaptive flexibility, global mindsets, and managerial tacit knowledge. Moreover, our model positions learning style as a mediator that affects the likelihood that expatriate managers will actively engage in their international assignment experiential learning, which in turn leads to global manager development. In particular, the study adopts a pseudo longitudinal research method that examines Western expatriate managers with different lengths of assignment tenure to better understand how expatriates learn and develop over time. Finally, the study investigates how Western expatriate managers with substantial work experience in China differ from host Chinese managers in terms of learning styles and levels of accumulated managerial tacit knowledge to provide deeper insights into expatriate learning. Data were collected in Western MNCs’ subsidiaries in China. The survey includes self-administered questionnaires and semi-structured interviews. The target populations comprise Western expatriate managers and host Chinese managers. The research seeks to understand more fully the kinds of learning strategies successful expatriates adopt in order to quickly adapt to intercultural business contexts. The study also contributes to understanding of expatriates’ learning outcomes from international assignments leading to recommendations for more effective expatriate training prior to international assignments. The study also draws comparisons between Western expatriate managers with differing levels of work experience in China (upto 1 year; 1 - 3 years; 3 - 5 years; > 5yrs) and host Chinese managers to better understand temporal aspects of expatriate adjustment and expatriate learning during their international assignments.
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Ochumbo, A. J. "Expatriate managers adjustment and its impact on subordinates reactions : a cross cultural leadership study of Kenya and Ethiopia." Thesis, Aston University, 2008. http://publications.aston.ac.uk/15364/.
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Research on culture, leadership and adjustment shows that societal culture influences leadership in such a way that it can impact on expatriate managers' effectiveness and adjustment in a new culture. In previous research, cultural background, personality, motives or behaviour of expatriate managers and their followers' reactions to them have been investigated in Europe, America and Asia. However, little attention has been paid on research on expatriate managers in African cultures especially in Eastern Africa. The present study represents an attempt to address the gap by examining how societal culture, leadership and adjustment success are interrelated for expatriate managers in Kenya and Ethiopia. Questionnaire data were obtained from a) local middle managers (N=160) for studying societal culture and leadership in Kenya and Ethiopia, b) expatriate managers in non-governmental organizations - NGOs (N=28) for studying expatriate managers' personality, motives and adjustment success and c) their immediate subordinates (N=125) for studying the expatriate managers' behaviours and their subordinates' reactions to them. Additionally, expatriate managers were interviewed and responses were coded for implicit motives, experiences and adjustment. SPSS was used to analyse data from questionnaires to obtain cultural and leadership dimensions, leader behaviour and subordinate reactions. The NVIVO computer based disclosure analysis package was used to analyse interview data. Findings indicate that societal culture influences leadership behaviours and leadership perceptions while the expatriate managers' motives, behaviours, personality and the cross cultural training they received prior to their assignment impact on the expatriates' adjustment success and on subordinates' reactions to them. The cultural fit between expatriate managers' home country (19 countries) and the target country (Kenya or Ethiopia) had no significant association with adjustment success but was positively related to expatriate behaviour and negatively associated with subordinates reactions. However, some particular societal practices - obviously adopted by expatriates and transferred to their target country - did predict subordinates' commitment, motivation and job satisfaction. Furthermore, expatriates' responsibility motivation was positively related to their adjustment success. Regarding leadership behaviours and effectiveness, expatriate' supportive behaviours predicted subordinates' job satisfaction most strongly. Expatriate managers expressing their management philosophies and experience shed light on the various aspects of adjustment and management of NGOs. In addition, review of Kenyan and Ethiopian cultures and the NGO context in these countries offers valuable information for expatriate managers. This study's general imphcation for Cross Cultural Management and lnternational Human Resources Management is that the combination of culture general and culture specific knowledge and reflections on Eastern Africa countries can inform senior management and international HR staff about the critical issue of what to include in training, coaching, and actual experience in a particular host country in order to ensure effective leadership. Furthennore, this knowledge is expected to influence expatriate managers' behaviour modification to enhance positive subordinate reactions. Questions about how to prepare expatriate managers and subordinates to work more competently and sensitively across cultures are addressed. Further theoretical implications, limitations of the study and directions for future research are also addressed.
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Sakho, Helen. "The role of senior expatriate managers in the globalization process : an analysis of its significance and key components." Thesis, London South Bank University, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.618666.
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This research is about the global movement of a group of people identified within new migratory movements associated with globalisation, and perceived by academic and other contributors as an increasingly significant element in its advancement. Expatriate managers - who are included in the category of 'highly skilled' migrants in both official statistical calculations and in conceptual terms in current discourse - are invariably perceived as a highly desirable group of migrants and are accordingly welcomed and rewarded. The research is qualitative and based mainly on 30 in-depth interviews conducted in the UK with senior expatriate and human resource (HR) managers attached to 23 American and European transnational corporations (TNCs). It is structured around two core and four sub-categories, and uses a grounded theory method of research to examine the key overall themes with which it is concerned, allowing the evolution of new categories with their own distinctive dimensions. These research themes aim to facilitate a study of the particular contribution of senior expatriates to the globalisation process by investigating their role and place in the management of TNCs' global operations. They also aim to gauge the impact of new technology on such a role and on expatriation. The suggestion by existing research that internationalisation may be increasingly facilitated (more cheaply) through technology rather than the physical presence of expatriates around the globe, is examined and conceptual and empirical interlinkages are presented between this possibility and the nature of the role of (different) expatriates. A particular aim of the research is to contextualise the migration of the highly skilled in the multi-faceted processes of globalisation, requiring a detailed consideration of some of these processes as well as the increasingly fierce debate over their nature and scope. Relying on the findings of the research, which stem from the accounts and formulations of the participants, the research suggests that expatriate managers - particularly at senior levels - continue to be a necessary pre-requisite for globalisation; that they occupy a particular location in the international division of labour and have a key task in shaping and creating new relations with and within markets situated in cultures foreign to the home base(s) of the TNCs. The transfer of skills via expatriation may thus be intertwined with the transfer and safeguarding of historically specific power relations embodied in the diffusion of economic and cultural values around the globe.
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Els, Russell Craig. "The success rates, and determinants, of South Africa expatriate managers in Sub-Saharan African countries to First World countries." Thesis, University of South Africa, 2007. http://hdl.handle.net/10500/102.
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The purpose of this study was to understand the risk of failure as an expatriate
manager in sub-Saharan Africa, given the high cost of failure and the cultural
distance of African countries compared to South Africa.
The lack of cultural skills of Multi-National Corporations can hinder their success in doing business in sub-Saharan African countries despite their technical knowledge and proven Western management styles. This requires an expatriate workforce that
understands the African environment and management systems in order to reduce
the risk of failure.
This study surveyed the expatriate work force that have completed assignments in
sub-Saharan African, using First World countries as a benchmark. The survey was
web based and the questionnaire covered a wide range of issues from the failure
rate, to challenges faced, to the determinants for success.
The results show that the sub-Saharan African group had a failure rate of 36% or 7
times higher than the First World group. This was caused by underestimating the
impact of the large cultural distance and not preparing for the assignment through the
correct training and pre-departure planning. The selection process to scan for the
correct attributes and previous expatriate experience proved to be key determinants
of success.
The results also show that among the top five reasons for failure are found those
accepted in theory. The dominant reasons for failure were found to be the inability to
cope with the larger assignment, adjustment issues with the expatriate, the inability of
the spouse to adjust, family problems and the lack of technical competence. By far
the most dominant of these reasons was the expatriate’s inability to cope with the
larger assignment.
The results show that 50% of the expatriates received a promotion together with their
new assignment and it is proposed that this was a significant contributing factor to the
inability to cope with their new assignment. The second most dominant reason was
the expatriate’s issues with adjusting to the new environment and it is proposed that
cultural distance and lack of cultural skills and training are the main reasons for this
finding.
The most likely scenario for failure is selecting an expatriate manager based purely
on their technical competence without any expatriate management experience,
promoting them to a higher position, and sending them into a foreign country with a
significant cultural distance, without any training of the expatriate and family members, and then expecting them to perform successfully without any on the job
support, yet many companies seem to follow this approach.
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Papademetriou, Christos. "Investigating the impact of sequential cross-cultural training on the level of sociocultural and psychological adjustment of expatriate managers." Thesis, University of Leicester, 2015. http://hdl.handle.net/2381/36020.
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Recent research argues that sequential forms of Cross-Cultural Training (CCT), offered pre-departure CCT as well as post-arrival CCT are more advantageous than non-sequential CCT. This study examines the impact of sequential CCT upon the level of sociocultural and psychological adjustment of expatriate managers. This thesis also targets to fill the gap in the literature about the effectiveness of sequential CCT. A mixed methods methodology was adopted, more specifically an Explanatory Sequential Mixed Methods Design which included a quantitative survey followed by qualitative interviews of Greek expatriate managers assigned in overseas assignments. The quantitative data and their analysis gave a general understanding of the impact of sequential CCT upon the levels of sociocultural and psychological adjustment while the qualitative data, by exploring expatriates’ assessments, offered more depth to the research and explained the quantitative results. Unexpectedly but significantly, both quantitative and qualitative results showed that sequential CCT has no any significant impact upon the sociocultural and psychological adjustment of the expatriate managers. However, the qualitative findings indicated that CCT has helped the expatriate managers in their sociocultural and psychological adjustment, regardless of whether it was sequential or not. Furthermore, the findings underline the importance of the timing of CCT and not its sequentiality. Overall, the findings of the research suggest that the effectiveness of the CCT depends both on its content and on its delivery time. Propositions refer to the delivery time and the appropriate content of CCT in enhancing sociocultural and psychological adjustment of the expatriate managers.
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Darby, Roger. "International human resource management : a study of the role of organisational support systems in determining the subsequent performance of expatriate managers." Thesis, University of Sussex, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.313967.
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This research considers the effective deployment of expatriate managers by international organisations. It is argued that success on international placements is partly dependent upon the identification and development of support for personnel managing such assignments Extant research indicates that the success rates of international assignments are not commensurate with the investments made by organisations. A number of key elements have been identified which, it is argued, if properly supported could ensure a greater degree of satisfaction and success of the `dual' expatriation process. Central to this research is the view that in order for organisations to maximise the skills and abilities of staff sent on international assignments and to minimise the direct and indirect costs of the whole process, these key elements of support should be placed within an organisational policy. This should be framed, communicated, enacted upon and understood by all concerned. This would encompass the He cycle of assignments involving the main phases of pre-departure, post arrival and repatriation. In order to examine this propositional view, this research studied the support given to expatriate managers on international assignments and compares and contrasts it with stated parent company policy in the assistance of their staff placed abroad. A number of methods of enquiry were undertaken. Adopting a Western European perspective, it included the retrospective view by expatriate managers of the support given by their companies in the completion of an international assignment. To examine the extent to which the perceptions of managers of company support on assignments matched declared policy, data from a survey questionnaire of 300 managers from four companies in different sectors was examined. The expatriation policies of four multinational companies were also examined and key personnel were interviewed about the framing and implementation of these policies. Further analysis of perceptions within companies was possible through semi-structured interviews with selected key decision makers. The main contribution of this thesis is the development of a conceptual model identifying a typology of support during the dual expatriation process. This will assist both academic and practitioners to analyse the whole expatriation process and enhance both individual and organisational development.
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Deng, Ling, and ling deng@rmit edu au. "EQ and CQ of Expatriate Transformational Leaders: a Qualitative Study of Cross-cultural Leadership Effectiveness for Australian Business Managers Working in China." RMIT University. Graduate School of Business, 2008. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20080805.161224.
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China is a highly attractive destination for foreign direct investment, especially to Australia with which it has a strong complementary commercial relationship. Although the need for cross-cultural leadership effectiveness presents a major challenge to Australian businesses operating in China, most extant studies emphasize cultural dimensions and cultural influences on expatriate leadership effectiveness. In contrast, this study investigates the importance and implementation of transformational leadership (TL), emotional intelligence (EQ) and cultural intelligence (CQ) as key components of cross-cultural leadership capabilities within the context of Australian-Chinese cultural differences. Specifically, it answers one overarching question: What key factors contribute significantly to cross-cultural leadership effectiveness in Australian businesses operating in China? Following an interpretivist research philosophy, this inductive study employed qualitative individual and focus group interviews with a final sample of 32 expatriate managers and 19 local Chinese managers working in 30 Australian organizations. The individual participants were top- and middle-level executives of Australian businesses operating in China in different industry sectors, including minerals and energy, manufacturing, consulting, building and construction, banking, legal services and education. Participants based their responses on their own experiences and observations. These perspectives were supplemented with equally important input from the focus group interviewees, who were Chinese local managers that work closely with the expatriates. Based upon the findings of the study, the researcher developed a holistic pragmatic heuristic model of cross-cultural leadership effectiveness for Australian businesses operating in China, which emphasizes the developmental process underlying the emergence of effective expatriate leadership. This model defined and categorized three sets of cognitive, attitudinal and behavioural characteristics of effective cross-cultural leaders: personal (intrapersonal) competencies, social (interpersonal) competencies and cross-cultural competencies. Because the model is pragmatic as well as heuristic, its framework provides practitioners (e.g. Western and especially Australian expatriate leaders) with an informed understanding of the complexity of cross-cultural leadership issues in China, the importance of having theoretical knowledge on this topic, and the need to be flexible and pragmatic in applying this knowledge in daily practice. Thus, the model offers Australian firms currently investing or intending to invest in China a specific strategy to assist expatriate selection and leadership development in that the competencies it contains can be used to recruit and develop suitable candidates and training criteria. Likewise, the model provides business coaches or business consultants serving Western organizations in China a comprehensive fundamental framework for developing competent global leaders. Hence, future research should concentrate on developing and validating cross-cultural leadership effectiveness in China model using diverse approaches.
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Lirio, Pamela. "Beyond the expatriate model: an exploration of global work and reconciliation of work and family demands among global generation X managers in dual-career families." Thesis, McGill University, 2011. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=96786.
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In this dissertation I explored how women and men global managers from the generation aged 30 to 45 in the United States and Canada called "Generation X", navigated global work and family demands while pursuing a global career. I conducted in-depth interviews with 25 Generation X global managers in dual-career families ("Global Gen Xers") to examine the scope and nature of global work and the importance of international travel and technology in pursuing alternative forms of global careers. I also investigated how working globally interweaves with family routines and how participants assessed their ability to manage work and family demands. Three configurations of global work emerged from the data based on an examination of the degree of Travel Salience and Global Scope in each Global Gen Xer's job. These configurations represent different patterns of international travel and technology employed to meet the demands of global work. To reconcile these global work demands with family demands, a Global Gen Xers' individual discretion over international travel played a key role in their global careers. Moreover, I uncovered strategies and tactics employed to effectively manage boundaries between global work and family when the Global Gen Xers were both traveling abroad and working in the domestic location. Finally, I explored the Global Gen Xers' conceptualizations of "work-life balance" and analyzed their personal assessments relative to their individual: 1) Global Work Configurations, 2) Travel Discretion and 3) Boundary Management Strategies. This study reveals a unique global work-family interface as involving navigation between periods of: physical or virtual "presence" coupled with 24-7 "availability", which is facilitated by workplace flexibility and the use of key information and communication technologies. The findings suggest that alternative forms of pursuing a global career can under certain conditions satisfy both organizational global work demands and individual desires for work-life balance. The dissertation contributes to knowledge on global careers, work-family issues and generational diversity.<br>Dans cette thèse, j'étudie comment des gestionnaires américains et canadiens de la génération des 30 à 45 ans, la génération X, gèrent les exigences d'une carrière mondiale conjointement aux exigences familiales. Lors d'entrevues avec 25 gestionnaires mondiaux de la génération X et de familles à double-carrière (ci-après, « Global Gen Xers »), j'examine la portée et la nature du travail ainsi que l'importance du voyage et de la technologie dans la poursuite des formes alternatives d'une carrière mondiale. J'examine les effets d'entreprendre une carrière mondiale sur le rythme de la famille et sur la signification, pour chacun, de l'équilibre travail-vie.Trois configurations de travail mondial (formées des combinaisons du voyage et de la technologie) émergent des données basées sur l'analyse du degré de « Travel Salience » et du « Global Scope » de l'emploi de chaque Global Gen Xer. Il apparait que le pouvoir discrétionnaire des Global Gen Xers quant à la prise des décisions relatives aux voyages étant donnés leurs besoins personnels et familiaux sont essentiels pour maintenir une carrière mondiale. De plus, je mets en évidence certaines stratégies et tactiques employées par les Global Gen Xers pour gérer la frontière entre le travail et la famille tant à l'étranger qu'à domicile. Finalement, j'expose les conceptualisations de « l'équilibre travail-vie » pour ces Global Gen Xers et j'analyse par conséquent leur évaluation personnelle de l'équilibre travail-vie par rapport à leurs 1) « Global Work Configurations », 2) « Travel Discretion » et 3) « Boundary Management Strategies ». Cette étude souligne les aspects internationaux de la conciliation travail-famille, un contexte dans lequel sont cruciales la navigation entre des périodes de « présence » physique ou virtuel ainsi qu'une « disponibilité » 24-7. Toutes deux doivent être soutenues par une flexibilité organisationnelle et l'implantation de certaines technologies d'information et communications essentielles. Les résultats suggèrent que des formes alternatives d'une carrière mondiale peuvent, sous certaines conditions, satisfaire les besoins de l'organisation mondiale et les désirs de l'individu pour une vie équilibrée. Ces résultats contribuent donc à la littérature portant sur les carrières mondiales, l'équilibre travail-famille, et la diversité générationnelle.
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Yoon, Dong-Yeol. "The relationships among the extent of participant involvement in cross-cultural learning activities, individual differences of participants, and adaptation of expatriate managers to the host country in a Korean multinational corporation." The Ohio State University, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=osu1316032125.
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Kuller, Claudia. "Female expatriate manager experiences in the UK and Russia: factors leading to expatriate failure in international assignments." Thesis, University of Surrey, 2014. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.658628.
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German multinational corporations (MNCs) delegate expatriates to their foreign subsidiaries to control important markets and ensure the growth of foreign activities. MNCs expect the best possible performance of expatriate managers in a different cultural setting that often presents unfamiliar working environments as well as social and economic contrasts. Such international assignments do not always end in success. Failed international transfers to foreign operations continue to challenge MNCs, due to the SUbstantial costs associated with expatriate managers' premature returns. Previous studies on expatriate failure have focused extensively on American expatriates assigned to various foreign destinations, often from an organisational perspective and with a bias for quantitative methods. Qualitative research on European expatriate managers remains scarce. This investigation focuses on German female expatriate managers assigned to two popular, yet culturally different, European expatriation destinations - the United Kingdom and the Russian Federation. In response to the growing number of women who choose to accept expatriation, German female expatriate failure in international assignments is the focus of the research presented here. Qualitative, in-depth research methods are used to explore the personal experiences of a select sample of five former expatriates assigned to each of the two host countries on long-term international assignments. Narratives from the in-depth interviews provide rich descriptions from the German female employee perspective of the entire expatriation cycle, from initial selection and preparation to the actual assignment period and repatriation. Factors contributing to the decision to withdraw from the international assignments in both culturally diverse host countries are then compared. The results for both groups show that expatriate failure is a cumulation of various factors independent from culture, including multiple missed opportunities to properly prepare for adapting to a new culture. Furthermore, the findings suggest that "expatriate failure", as a descriptive term, is likely to be too narrowly focused on the expatriate managers, as they are not necessarily solely responsible for the failure in the international assignments. The findings presented here have implications both for German MNCs assigning female expatriates to subsidiaries in the UK and Russia, and for current and future expatriate managers with positions in these countries. Overall, the findings of this investigation reveal new knowledge and opportunities to help improve the success of international assignments for both the expatriate manager and the employing organisation. Keywords: culture, female expatriate failure, expatriation, Germany, international assignment failure, qualitative analysis, Russia, United Kingdom
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Johnsson, Anna, and Jessica Lennbro. "Selection of expatriates : the influence of HR managers' gender and personal traits." Thesis, Kristianstad University, School of Health and Society, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-4843.
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<p>Due to increased internationalisation around the world the expatriate rate has grown significantly during the last years and has become a more important tool within organisations. Therefore, the need for expatriates increases and it is of importance for organisations to broaden their expatriate base and not exclude particular groups of employees, such as women are today.</p><p>The purpose of this dissertation was to explore the role that gender and personal traits of the HR managers play in evaluating and selecting expatriates. Furthermore, we wanted to investigate this relationship with a developed model.</p><p>The result of this research indicates that to be able to implement, investigate and examine research constituted in another country than Sweden, the theory must be adapted to match the Swedish demographical and humanitarian structure regarding this field.</p>
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Fisher, Greg. "Expatriate management performance in the international business context : an examination of the contribution of performance related behaviour, intercultural ability and socio-biographical characteristics to the effective performance of the western expatriate manager and professional working in the Thai business environment." Monash University, Dept. of Management, 2003. http://arrow.monash.edu.au/hdl/1959.1/5699.
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Gonz?lez, Juan Miguel Rosa. "Adapta??o sociocultural de gestores espanh?is expatriados no Brasil." Universidade Federal do Rio Grande do Norte, 2011. http://repositorio.ufrn.br:8080/jspui/handle/123456789/18287.
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Previous issue date: 2011-09-19<br>This study aims at understanding how sociocultural adjustment occurs in the case of managers, and their spouses, expatriated to Brazil by private and public Spanish organizations. To do so, it adopts as main theoretical frame the expatriate adaptation model proponed by Parker & McEvoy (1993), based on Black, Mendenhall & Oddou s model (1991), which establishes three dimensions of adaptation: adjustment to work; adjustment to general environment and adjustment to interaction with host country nationals. This work, of exploratory and descriptive nature, used field research to gather primary data subsequently analyzed with a qualitative approach. Data collection came from individual in-depth interviews with three Spanish managers expatriated in Brazil and two of their spouses. Resulting data were analyzed through one of content analysis procedures, thematic analysis. This research shows that adjustment is obstructed by cultural distance or cultural novelty rather than by work role characteristics, being more successful in expatriates that carry previous solid sociocultural knowledge about host country. It also verifies that the degree of expatriate adjustment is enhanced by the comprehension of cultural differences that originate values and behaviors different from those of the expatriate. It points out that individual factors such as perception and relation skills, flexibility, empathy and self-efficacy are positively linked to the three dimensions of adjustment: work, general adjustment and interaction adjustment. It finds expatriate adjustment to be lowered by spouse unsuccessful adjustment and shows that location in an environment perceived as short in key infrastructures is negatively linked to adjustment in expatriates coming from strongly urban environments. It concludes that expatriate adjustment occurs through progressive understanding of host country environment and through comprehension of the sociocultural context that explains differences between host country behaviors and values and those from the country of origin, a process which is favored by expatriate individual characteristics not directly linked to his/her technical qualification, such as perception and relation skills, flexibility and empathy, together with solid sociocultural knowledge about the host country. This research propones, therefore, that organizations involved in expatriation processes should include in their selection criteria the degree to which candidates possess personal characteristics and sociocultural knowledge that may facilitate adaptation<br>Este estudo teve por objetivo compreender como ocorre a adapta??o sociocultural ao Brasil de gestores expatriados por empresas privadas e ?rg?os p?blicos da Espanha e de seus c?njuges. Para tanto, adotou-se como substrato te?rico principal o modelo de adapta??o proposto por Parker e McEvoy (1993), que tomando como base o modelo de Black, Mendenhall e Oddou (1991) prop?e tr?s dimens?es da adapta??o: ao ambiente de trabalho, ao ambiente geral fora da esfera organizacional e ?s intera??es com nacionais do pa?s h?spede. O estudo, de natureza explorat?ria e descritiva, usou pesquisa de campo para levantamento de dados prim?rios, que foram analisados atrav?s de abordagem qualitativa. A coleta se deu mediante entrevistas individuais em profundidade com tr?s gestores de nacionalidade espanhola expatriados no Brasil e dois dos seus c?njuges. Os dados foram objeto de an?lise atrav?s de uma das t?cnicas de an?lise de conte?do, a an?lise tem?tica. Mostra que a adapta??o v?-se mais dificultada pela dist?ncia cultural que pelas caracter?sticas da miss?o profissional, sendo mais bem sucedida em expatriados com conhecimentos pr?vios aprofundados sobre aspectos socioculturais do pa?s de destino. Verifica tamb?m que o grau de adapta??o aumenta com a compreens?o das diferen?as culturais que explicam valores e comportamentos diferentes aos do expatriado. Atesta que fatores individuais como habilidades de percep??o e de rela??o, flexibilidade, empatia e auto-efic?cia est?o positivamente relacionados com a adapta??o ?s tr?s dimens?es: trabalho, ambiente geral e intera??es sociais. Constata ainda que a adapta??o do expatriado dificulta-se quando a adapta??o do c?njuge n?o ? bem sucedida e que a localiza??o em um habitat percebido como carente de infraestruturas chave dificulta a adapta??o em expatriados procedentes de habitats fortemente urbanos. Conclui que a adapta??o do expatriado ocorre atrav?s do progressivo conhecimento do ambiente do pa?s h?spede e da compreens?o do contexto sociocultural que explica as diferen?as entre valores e comportamentos do pa?s h?spede e aqueles do pa?s de origem, processo facilitado por caracter?sticas individuais do expatriado n?o diretamente vinculadas ? sua qualifica??o t?cnica, como s?o habilidades de percep??o e rela??o, flexibilidade e empatia, al?m de s?lidos conhecimentos socioculturais sobre o pa?s h?spede. Entende, portanto, que as organiza??es envolvidas com a expatria??o de profissionais devem considerar entre os seus crit?rios de sele??o o grau em que os candidatos possuem caracter?sticas pessoais e conhecimentos socioculturais pass?veis de facilitar a adapta??o
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Chung, Chi-Wen, and 仲濟文. "A Study on the Relationship among the Expatriate Intent and Expatriate Adjustment of Expatriate Managers." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/85541928697108450903.
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碩士<br>國立成功大學<br>工學院工程管理專班<br>93<br>With its rapid economic growth, Taiwan has seen its enterprises moving speedily to expand and increase their investments abroad since the 1990s. As they develop globally, the roles of their expatriates are becoming remarkably significant. Whether the expatriates are able to adjust to a foreign business environment will have an impact on their assignments. In Taiwan, the studies on expatriates are mostly focused on selection, adjustment and post resumption. Few of them deal with the relationship between expatriate intent and expatriate adjustment. Therefore this study is intended to integrate company expatriate policies, expatriate attitudes, cultural differences, expatriate intent and expatriate adjustment into a complete model to explore their relationship.
This study aims to discuss: 1. the impacts expatriate policies, expatriate attitude and cultural differences have on expatriate intent and expatriate adjustment. 2. whether expatriate policies, expatriate attitudes and cultural differences affect expatriate adjustment through the intervene of expatriate intent. 3. whether there are significant differences among expatriate policies, expatriate attitudes, cultural differences, expatriate intent and expatriate adjustment in terms of individual characteristics.
The study treats expatriates who hold ROC nationality as its subjects. Data of total 140 questionnaires were analyzed by SPSS For Windows 10.0. There are three major findings: The expatriate attitude of expatriate managers is positively related to the expatriate intent. The expatriate intent of expatriate managers is positively related to the expatriate adjustment. The expatriate policy, expatriate attitude of expatriate managers, and cultural difference is positively related to the expatriate adjustment.
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Liu, Li-Ling, and 劉莉玲. "The Effect of Expatriate Managers'' Cultural Adjustment on Performance." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/09010106700325579396.
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博士<br>中國文化大學<br>國際企業管理研究所<br>91<br>This study empirically examines the relationship between expatriate manager cultural adjustment and expatriate performance. In addition, this paper speculates that education level moderates the relationship between cultural adjustment and expatriate performance as perceived by expatriate managers.
The research questions of this paper desire from the existing literature on the relationship of expatriate managers’ cultural adjustment with expatriate performance and the moderating effect of managers’ education and MNE managerial style to the relationship of expatriate managers’ cultural adjustment on expatriate performance. The methodology used an analytical approach to analyze the parsimonious relationship by the cross-sectional survey.
The data is derived from questionnaire completed by 1000 Taiwanese expatriate managers. They were asked about their levels of general adjustment, interactive adjustment, job adjustment, contextual performance, specific performance, and task performance. Overall, 600 MNE firms completed at least one questionnaire from their expatriate managers (a total of 558 questionnaires); of these, twenty-seven were unusable because they were incomplete. A further 531 completed questionnaires were returned by contact-employees (56% response rate).
Finally, the results indicate that expatriate manager cultural adjustment is positively related to expatriate performance. In addition, the author speculates that education level of expatriate manager moderates the relationship between expatriate adjustment and expatriate performance as perceived by expatriate managers. These hypotheses were supported by the empirical data.
On the other hand, we found that different MNE managerial culture moderate the relationship between expatriate manager adjustment and expatriate performance. U.S. MNE expatriate manager adjustment affects the expatriate performance. This is especially marked in the case of American MNE’s; less in the case of Chinese MNE’s; and least of all in Japanese MNE’s. Managers’ educational level had varying effects on Americans, Japanese and Chinese. The higher educational level of American managers, the stronger effect of adjustment on performance. This is less true of managers in Japanese MNE’s. In the case of Chinese MNE’s, there is a negative correlation between level of education and the effect of cultural adjustment on performance for the traditional concept and cost down. These hypotheses were partly supported by the empirical data.
The contribution of this paper has two aspects. The theoretical: the paper can answer the research problem. The practical: this paper can offer insights into expatriate manager cultural adjustment could enhance the expatriate performance.
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Wen-Kai, Guan, and 關文凱. "Cross-Cultural Adjustment of Hotel Expatriate Managers in Taiwan." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/68498375005574145984.
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碩士<br>高雄餐旅學院<br>餐旅管理研究所<br>98<br>As more multinational hotel chains are setting their franchise on Pacific Asia, the opportunities for expatriates working in Taiwan are increasing. During the period of 1999 to 2009, there were very few systematic studies on hotel expatriate management in Taiwan. To use the semi-structure in-depth interviews to explore perceptions of expatriate managers regarding the challenges of working in Taiwan. According to the findings in this study, all participants stated that previous expatriate experiences helped them get along with foreign workmates and people well than before. T, the case participants believed they have confidence in their ability to deal effectively with foreigners and new surroundings. In the end, the last common factor is logistical support. Organization often offer dormitory for them.
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Lin, Pey-Shiuan, and 林珮萱. "The Competency for Taiwanese Bank Expatriate Managers in China." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/56033565525913441191.
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碩士<br>國立臺灣師範大學<br>國際人力資源發展研究所<br>98<br>To expand the market share, Taiwanese banks has increasingly invested in China. In this start-up period, many managers were sending from Taiwan to China for running the business. The issues of managing expatriates have drawn attentions. To investigate the current situation of expatriate management of the Taiwanese banks to China, this study interviewed the business practitioners to portrait the general pictures of the following focuses:
1.The selection criteria for the Taiwanese bank expatriate managers assigned to China.
2.The roles and tasks for the Taiwanese bank expatriate managers assigned to China.
3.The required competencies for the Taiwanese bank expatriate managers assigned to China.
4.The content of training programs for the Taiwanese bank expatriate managers assigned to China.
Base on the contents retrieved from the selection criteria, roles and tasks and content of training program, the study generated the required knowledge, skills, experiences and personality traits for the expatriate managers as a reference resource for the Taiwanese banks that designate expatriate to China.
Keywords: competency, competency models, expatriate manager, banks
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Lin, Hsiu-Tzu, and 林秀姿. "An Exploratory Research on Developing Global Competency for Taiwanese Expatriate Managers and Global Managers." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/29053929202721881304.
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碩士<br>淡江大學<br>國際商學碩士在職專班<br>95<br>In a global competitive environment, International Human Resource is a main key toward success. A corporation should find the effective & efficient strategies to develop global talents. Expatriate managers or global managers should possess global competencies to be a good manager/leader. In reality to be a successful global talent is not an easy job. How to train, develop and assist global talent in an effective way needs to be looked upon carefully. In order to probe International Human Resource strategies, the purposes of this article are to explore the role definition of performing international assignment, the content of global competencies, and the means to develop them.
This research was belonged to qualitative research. Literature reviews and in-depth interviews were both used. There were 7 managers offered their practical experience and viewpoints.(One senior Singaporean global manager was taken as expert, two Taiwanese global managers and four Taiwanese expatriate managers were manager representatives of international assignment）
The result of my research showed that the definition of expatriate manager and global manager were different. From the competency point of view, knowledge, skill, ability and personal trait were used to describe the content of global competencies. Communication and networking skill were most important competencies. Personal background was a basis on which people become global talents, as most global talents were ambitious in their willingness to accept a challenged job, outstanding in learning attitude and were always in the correct mindset for the job. Otherwise, support from family members could have a massive effect.
Given that effective performance of global leadership tasks are critical for multinational firms’ future success, it is important for organizations to approach global leadership development from this very strategic and comprehensive approach. The result of this study may serve as a starting point for practitioners in planning of different selection, training, and career development activities, and for academics in starting their research.
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Tang, Sau Tak. "Cross-cultural adjustment of Hongkong and Singaporean expatriates in China: a comparative study." Thesis, 2013. http://hdl.handle.net/1959.13/937056.
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Professional Doctorate - Doctor of Business Administration<br>There has been increasing demand for ethnic Chinese expatriates in international enterprises in China. Hongkong and Singaporean expatriates are an important source of expatriate labour due to their perceived ability to bridge and integrate Western and Chinese cultures, as well as their higher degree of cross-cultural adjustment in China. The expatriate talent market in China is discussed in detail. An online survey of the members of Hong Kong and Singapore chambers of commerce in China was conducted, resulting in a sample size of 146 (71 Hongkongers and 75 Singaporeans) for this study. Quantitative techniques including t-Test, ANOVAs and Pearson’s correlations were employed. Findings of this study demonstrate that both Hongkong and Singaporean expatriate groups perceived their home cultures somewhat similar with that of mainland China, despite the fact that the cultural distance between Singaporean expatriates’ home culture and the Chinese culture is relatively larger than the cultural distance between Hongkong expatriates’ home culture and the mainland’s culture. Besides, both expatriate groups reported ‘somewhat’ successful in all four facets of cross-cultural adjustments, i.e., general adjustment, interaction adjustment, work adjustment, and psychological adjustment. These results show that the ‘Overseas Chinese Staffing Strategy’ of many multi-national enterprises in China has some truth in it. Implications are drawn for theory and practice.
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陳偉如. "A Comparative Study of Entrepreneurial Middle-Level Managers’ Management Abilities ─ Local Managers in Taiwan and Expatriate Managers in China." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/37473123539565983691.
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碩士<br>美和科技大學<br>經營管理研究所<br>100<br>To adopt international developmental trends, Taiwanese business organizations usually participate in the international specialization and apply global logistics management as their business models to reinforce their competitive abilities and expansibilities. In recent years, China and Taiwan have interacted with each other closely in economic exchange. Consequently, many Taiwanese business organizations have established production facilities in China. Due to enterprise management considerations, business organizations have great demands on expatriate managers in China. Especially, middle-level managers, core personnel of business enterprises, make up a large proportion of expatriate personnel. This study applies qualitative research methods. On the choice of conducting case study research, the case study focuses on the Taiwanese traditional car manufacturing industry with outline-style interviews.
The main results of this study are as follows:
1. Taiwanese entrepreneurial middle-level managers lay particular stress on personnel management including personnel trainings, professional skills, team leadership skills, and communication &; coordination skills. The comparisons on individual differences between Taiwanese expatriate middle-level managers in China in terms of professional management skills are as follows: execution skills (organizational loyalty building skills, judgment and decision making skills), leadership skills (affinity without borders and empathy), coordination skills (decisiveness and fairness), and other parts (interpersonal skills, moral integrity preservations, cautiousness &; pragmatism, familiarity with the laws of China, adaptability to the dialects, cultural activities and customs of China.) etc.
2. The personal characteristics of Taiwanese middle-level managers play an important role on consideration of candidates being expatriated in China in order to adapt customs of China, to learn dialects and simplified Chinese characters, to conduct self-management and to build organizational loyalty.
3. Beside professional management skills and personal characteristics, the other factors evaluated by business organizations to select Taiwanese expatriate middle-level managers in China are family factors, physical and mental health assessment, aspects of treating people with non-discrimination, and other important concerns for expatriate dispatches.
Finally, this study provides the following advices：business organizations, working in the direction in developing the dispatch of expatriate middle-level managers in China, should assign middle-level managers reasonably regarding to their relevant professional management abilities so that they can achieve optimum manpower utilization, contributing to optimizations in operation performances of business organizations. Above statements are also the adopting viewpoints of appointing expatriate personnel in China.
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Fan, Gang-Lin, and 范綱麟. "The Effectiveness of General Finance E-learning Training for Expatriate Managers." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/07190964867467616228.
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碩士<br>國立臺灣師範大學<br>科技應用與人力資源發展學系<br>102<br>In recent years, under the trend of globalization and the rapid development of technology, many enterprises have been actively involved in international markets and to seek for overseas business opportunities. They also expatriate managers to overseas branches to expand their commercial territories. Expatriate managers are in charge of overseas branches, so their continuous training and development to improve their knowledge and skills are particularly important. An airlines company in Taiwan, which requires its 118 expatriate managers to attend a series of e-learning courses of general finance, was selected as a case. This study aimed to assess the effectiveness of the e-learning training by the Kirkpatrick’s four-level evaluation model. Consequently the following results are obtained: (1) In terms of Levels I-III(Reaction, Learning and Behavior), expatriate managers learning effectiveness are acceptable；(2) There are significant differences of learning satisfaction by managers’ expatriate seniorities and education levels；(3) There is a significant positive correlation between managers’ learning satisfaction and learning achievement；(4) There is a significant positive correlation between managers’ learning achievement and application.
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Mirza, Hafiz R., Alexander T. Mohr, and Oliver Breiden. "An empirical test of a correspondence model of expatriate managers' work adjustment." 2006. http://hdl.handle.net/10454/2367.
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LIN, PEI-FEN, and 林佩芬. "A Study of the Careers of Taiwan Companies'''' Expatriate Managers in China." Thesis, 2001. http://ndltd.ncl.edu.tw/handle/17194704040015278012.
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碩士<br>國立臺灣師範大學<br>工業科技教育研究所<br>89<br>The purposes of this study are to discuss the adjustment of the expatriate managers in China, the factors affecting their careers, and the influence of the expatriate events on them. In order to reach these purposes, qualtative case study is employed; besides, in-depth interviews are conducted in this descriptive and exploratory study.
In this research, it comes at 20 points of discovery and 12 propositions. Furthermore, there are many factors influencing their careers, such as economic, environment, opportunity, industry, family, individual and so on. The influences of the organization factors on their careers are organization nature, industrial nature, organization atmosphere, organization culture, the control of the parent company, the degree of authoriztion, the logistic support offered by the parent company, and the gradations of the subsidiary company development. And the expatriate events help them accumulate the cross-culture experience, to make career plan come true earlier, and influence the coming career.
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Lee, Ma-Li, and 李瑪莉. "The Career Path and Adjustment of Taiwanese Female Expatriate Managers to China." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/65986795429438697980.
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碩士<br>國立臺灣師範大學<br>國際人力資源發展研究所<br>99<br>The purpose of this research was to investigate (1) the career path of Taiwanese female expatriate managers to China; (2) factors affecting Taiwanese female expatriate managers’ decision of taking international assignments to China and how these factors affecting their decisions of being relocated overseas; (3) the adjustment difficulties which Taiwanese female expatriate managers had encountered in China. Qualitative research approach was adopted. Data collection was through semi-structured interviews with eight Taiwanese female expatriate managers. The findings indicated Taiwanese female expatriate managers displayed three types of career patterns: linear, spiral, and transitory. With regard to the factors affecting their career decision to China, self-development, family responsibility, organizational factors, chance events, and negative factors were the five primary factors of receiving foreign assignments to China. Lastly, the results showed that Taiwanese female expatriate managers faced adjustment challenges in terms of general life, work, and people. Implications for organizations in Taiwan and suggestions for future studies are provided.
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Sakurai, Yuka. "Problems and Prospects in Cross-Cultural Interactions in Japanese Multinational Corporations in Australia Author Sakurai, Yuka." Phd thesis, 2001. http://hdl.handle.net/1885/48184.
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As multinational corporations (MNCs) are extending their international operations they need to examine issues such as the localisation of human resource policies and management, and the effective use of local and expatriate managers. Examination of expatriate studies indicates a lack of attention given to the relationships between expatriate managers and local managers or the perspectives of local managers working in MNCs. This thesis attempts to fill these gaps by focusing on the cross-cultural interactions between expatriate and local managers. This thesis addresses the importance of positive cross-cultural understanding between Japanese expatriate managers and local managers in Japanese subsidiaries in Australia, and its effect on work-related outcomes such as job satisfaction and commitment to the organisation. It identifies macro and micro factors which are associated with levels of job satisfaction and commitment of Japanese expatriate managers and Australian managers with special focus on economic functions of industry, communication, and mutual perceptions. Conceptual models for predicting organisational commitment for Japanese expatriate and Australian managers are developed, and the validity of the models is empirically tested. ¶ ...
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Hsueh, Hsiao-Shan, and 薛曉珊. "A Study of Cross-Cultural Competencies of Taiwanese Expatriate Managers in Mainland China." Thesis, 2004. http://ndltd.ncl.edu.tw/handle/17274738163889722782.
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碩士<br>國立臺灣師範大學<br>工業科技教育研究所<br>92<br>The purposes of this study were to explore the overseas adaptation status quo and the cross-cultural competencies of expatriate managers in Mainland China. In order to reach these purposes, both in-depth interview and Delphi survey were conducted to collect data. Consequently, the following six conclusions were made:(1) The expatriate must improve managerial competencies and professional core techniques; (2)Schooling problems of expatriate’s children have not been solved; (3) The expatriate must set an example and to guide Mainland China employees to appropriately perform; (4)Personality is the most important cross-cultural competency; (5)The expatriate must construct subsidiary''s administrative mechanism through resource allocation, independent work, coordination , and promoting the execution strength of enterprise''s policy; (6)Facing the potential cross-culture impact in the future, the expatriate must demonstrate professional core techniques, familiarize with management regulation of enterprises in Mainland China, adapt to the working environment there well, and keep good interactions with peers in Mainland China.
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Lu, Kun-ju, and 呂昆儒. "A STUDY ON CROSS-CULTURAL ADJUSTMENT OF U.S. EXPATRIATE MANAGERS IN TAIWAN SUBSIDIARIES." Thesis, 1994. http://ndltd.ncl.edu.tw/handle/20887219819783787045.
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碩士<br>大同工學院<br>事業經營研究所<br>81<br>Results indicate that (a) married expatriate managers adjust
more easily to Taiwan''''s social life than single expatriate
managers do; (b) sojourners who have their families with them
in Taiwan will adjust more easily than do those whose families
remain in the home country; (c) sojourners with previous
overseas experience will not adjust more easily than those
without; (d) sojourners who received predeparture orientation
will not adjust more easily than those who did not; (e) people
in such professions as engineering and consulting will adjust
more easily than those in marketing, trading, and advertising;
(f) the dimension of personal ability items considered to
contribute to effective cross-cultural adjustment is a
multidimensional rather than a unidimensional phenomenon; (g)
the process of crosrr-cultural adjustment for U.S. expatriate
managers in Taiwan supported U-curve theory.
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Hu, Hsin-Wen, and 胡馨文. "The Impact of Family Factors for Expatriate Managers of Development and Working Motivation." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/53820801183383264846.
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碩士<br>中國文化大學<br>國際企業管理學系<br>102<br>With the rapid trend of Globalization, the competitive advantage of MNEs comes from choosing appropriate expatriated employees. Employees who have excellent ability of systematical management and is able to work independently, maturely and resourcefully to maintain and operate business overseas is the key to success. However, a lot of MNEs don’t give enough training, including economy, national society, politics, law and cultures for their expatriated employees and lead to the mission failure. Thus, it is clear that the expatriated employees who are highly adaptable to the environment is an important influence for business overseas. There are two of the research purposes: 1. The relationships between expatriate mangers of development and working motivation using general qualification, knowledge of business, working value and benefit to raise working motivation of expatriate, 2. The impact of family factors for expatriate managers in development and working motivation. The expatriates may be emotionally unstable due to the cultures difference. If expatriate employees could receive the support from family that make them feel satisfied, safe and trust, it would be increase working aspiration. Yet the paper found that the impact of family factors on the ability of adaptable to the environment in expatriate mangers of development and working motivation is not statistically significant. The researcher hopes this study not only can realize the relationships between family factors and working motivation of expatriates, but also provide effective suggestions in the future.
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Villepontoux, Philippe, and PhilippeVillepontoux. "FACTORS AFFECTING THE SUCCESS OF EXPATRIATE MANAGERS AND THEIR SPOUSE/PARTNER IN TAIWAN." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/13060781778964642001.
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碩士<br>元智大學<br>管理研究所<br>96<br>This paper aims to develop an understanding of the factors which are critical to the success of expatriates having been sent on assignment to Taiwan by European organizations. Through hearing their lived experiences, the author aims to identify and discuss some of the key factors influencing the success or failure of expatriates on international assignment.
The literature review covers contemporary research in the field of International Human Resource Management including theories and models on cross-cultural adjustment. It also investigates some relevant issues in international assignment including performances of expatriates, failure rates, forms of support provided by multinational companies, and the latest trends.
Focus groups have been used as the data collection technique, while phenomenology has been adopted as an analytical approach. In our assumption, the use of qualitative methods in our research can plausibly make a valuable contribution to better understand the issues and problems faced by expatriates. According to our literature review, the phenomenology approach has never been used in earlier studies published on expatriates.
Our research assesses that the low success rates of expatriates continue to be a cause for concern and will be a key challenge for International Human Resource Managers over the coming years. The findings derived from this project provide the recommendations for developing strategies of improving the success rates of international assignees. They also provide a future research agenda in order to facilitate a continuous improvement in the future.