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Journal articles on the topic 'Expatriate managers'

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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1

Krzyżanowska-Celmer, Magdalena. "Unique Competences of Expatriate Managers." Kwartalnik Ekonomistów i Menedżerów 53, no. 3 (2019): 143–54. http://dx.doi.org/10.5604/01.3001.0013.5250.

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The article reviews the competences of expatriates (specifically expatriate managers), including personality attributes, in the light of the available literature on the subject matter. To-date empirical studies and theoretical investigations demonstrate various competences and sets of personality attributes, as a significant component of the competences expected from the expatriates. These competences including personality attributes are discussed in the context of international selection decisions, new employee orientation programs, development and retention initiatives. Expatriate managers a

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Ren, Shuang, Doren Chadee, and Alfred Presbitero. "Influence of Informal Relationships on Expatriate Career Performance in China: The Moderating Role of Cultural Intelligence." Management and Organization Review 16, no. 3 (2020): 569–93. http://dx.doi.org/10.1017/mor.2020.16.

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ABSTRACTPursuing an international career in China can be risky particularly when there is a lack of informal relationships and knowledge of the socio-cultural environment of the country. Drawing from social capital theory of career success and intelligence theory, this study investigates the influence of expatriate manager-local subordinate guanxi on expatriate managers’ career performance and the contingency role of cultural intelligence. Using multi-source data from a sample (N = 154) of expatriate managers in China, our results show that expatriate manager-local subordinate guanxi positivel

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Black, J. Stewart, and Gregory K. Stephens. "The Influence of the Spouse on American Expatriate Adjustment and Intent to Stay in Pacific Rim Overseas Assignments." Journal of Management 15, no. 4 (1989): 529–44. http://dx.doi.org/10.1177/014920638901500403.

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Past international human resource management literature has suggested that most American multinationalfirms that employ expatriate managers have difficulty successfully retaining these managers in overseas assignments. Although some scholars have suggested that the inability of the spouse to adjust is one of the major reasons expatriate managers return early from their overseas assignments, few researchers have attempted to verify empirically a relationship between the spouse's adjustment and the adjustment and intentions to stay or leave of the expatriate manager. This study found that a favo

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Kennedy, Jeffrey C. "Forbearance of culturally inappropriate leadership behaviors: a conceptual model." Journal of Global Mobility: The Home of Expatriate Management Research 6, no. 1 (2018): 4–19. http://dx.doi.org/10.1108/jgm-04-2017-0016.

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Purpose Selection and training of expatriates emphasizes the importance of respecting and adapting to local cultural norms. However, even when motivated to modify their behavior, expatriates tend to act in ways which transgress host country cultural norms. While such transgressions can harm working relationships between expatriate manager and host country nationals (HCNs), this is not an inevitable outcome. The purpose of this paper is to apply the social psychological construct of forbearance to create a model which considers how transgression severity, responsibility attributions made by the

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AlMazrouei, Hanan, Robert Zacca, Chris Bilney, and Giselle Antoine. "Expatriate managers decision-making practices within the UAE: a qualitative study." International Journal of Organizational Analysis 24, no. 5 (2016): 856–82. http://dx.doi.org/10.1108/ijoa-10-2015-0929.

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Purpose Managing across cultures is vital for international business success. Leaders need to make decisions in a way that suits the new culture in which they are placed. This paper aims to explore how expatriate managers in the UAE make decisions in respect to their contextual environment. Additionally, the study investigates the approaches expatriate managers use to adjust their decision-making and how they manage local staff in contrast to home country staff. Finally, the study investigates the factors that contribute to the situation-specific environment of the expatriate leaders’ experien

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Lin, Li, Peter Ping Li, and Hein Roelfsema. "The traditional Chinese philosophies in inter-cultural leadership." Cross Cultural & Strategic Management 25, no. 2 (2018): 299–336. http://dx.doi.org/10.1108/ccsm-01-2017-0001.

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Purpose As the global presence of Chinese firms grows, increasing numbers of Chinese managers are working abroad as expatriates. However, little attention has been paid to such Chinese expatriate managers and their leadership challenges in an inter-cultural context, especially across a large cultural distance. To fill the gap in the literature concerning the leadership challenges for expatriate managers in an inter-cultural context, the purpose of this paper is to elucidate the leadership styles of Chinese expatriate managers from the perspectives of three traditional Chinese philosophies (i.e

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Wong, May M. L. "Organizational Learning via Expatriate Managers: Collective Myopia as Blocking Mechanism." Organization Studies 26, no. 3 (2005): 325–50. http://dx.doi.org/10.1177/0170840605049801.

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Qualitative case studies of two Japanese multinational department stores in Hong Kong are used to illustrate possible blocking mechanisms and collective myopia that hinder Japanese expatriate managers in acquiring double-loop organizational learning in their international assignments. Four major blocking mechanisms were identified — parent company community spirit, dozoku inhabitants, parent company’s translators and desire for normality. These blocking mechanisms were related to the Japanese head office’s culture, ideology and desire to control. They inhibited the expatriates from challenging

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Cichosz, Izabela. "Coaching Expatriate Managers." Journal of Intercultural Management 8, no. 4 (2016): 59–71. http://dx.doi.org/10.1515/joim-2016-0024.

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Abstract The motives for assigning a manager overseas are numerous. The responsibilities of these managers are: infiltrating new markets, supervising effective rapid growth of the company, technology transfer, management of cooperative partnership, conveying organizational values and norms, and building global communication ability. The process of acquiring the host country culture is very complicated and multifaceted. The paper addresses aspects of coaching expatriate managers.

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Ang, Fenny, and Hwee Hoon Tan. "Trust building with Chinese host country nationals." Journal of Global Mobility 4, no. 1 (2016): 44–67. http://dx.doi.org/10.1108/jgm-06-2015-0021.

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Purpose – Integrating the literature on trust building and cultural intelligence, the purpose of this paper is to understand how expatriate managers build trust with their host country nationals (HCNs) in China. Design/methodology/approach – Qualitative data collected via extensive interviews with 12 expatriate managers and 34 HCNs from seven multinational companies in Shanghai. Findings – The authors find that expatriate managers and HCN managers build trust via competence/ability at the onset. The trust relationship becomes stronger over time with the development of affect-based trust via cu

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Qomariyah, Alfiyatul, Phuoc-Thien Nguyen, Wann-Yih Wu, and Vinh-Long Tran-Chi. "The Effects of Expatriate’s Personality and Cross-cultural Competence on Social Capital, Cross-cultural Adjustment, and Performance: The Context of Foreign-Owned Multinational Firms." SAGE Open 12, no. 3 (2022): 215824402211266. http://dx.doi.org/10.1177/21582440221126689.

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Expatriation is still a challenging task, although the determinants of expatriate adjustment and performance have been evaluated extensively. This study aimed to empirically investigate the influence of the expatriates’ personality and cross-cultural competence on social capital, cross-cultural adjustment, and performance with expatriates from foreign-owned multination firms in Taiwan. This study integrated three perspectives to explain expatriate success and failure. The first perspective involves expatriate-related factors, including the Big Five personality traits, and the emotional intelli

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Kassa Tsegaye, Wondwossen, and Qin Su. "Expatriates Cultural Adjustment: Empirical Analysis On Individual Cultural Orientation." Journal of Applied Business Research (JABR) 33, no. 5 (2017): 963–78. http://dx.doi.org/10.19030/jabr.v33i5.10019.

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Previous researches have shown that expatriates` failure rate has steadily increased in recent years. The failure of expatriates mainly related with the cross-cultural challenges. The purpose of this study was to identify factors which have a paramount implication on expatriates’ cultural adjustment. Hierarchical regression and MANCOVA were applied in data analysis. Hofstede’s (1980) cultural dimension scores were used to measure culture at national level. The individual cultural orientation was measured using a scale that used Hofstede (1980) dimensions as a framework. Moreover, a recently de

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Barakat, Areeg, and Faten Moussa. "Variables influencing expatriate learning and organizational learning." Competitiveness Review 24, no. 4 (2014): 275–92. http://dx.doi.org/10.1108/cr-06-2013-0063.

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Purpose – The purpose of this paper is to identify the variables that influence the international assignment – expatriate learning relationship and the expatriate learning – organizational learning relationship. Design/methodology/approach – The paper contains a literature review of the research on expatriates' learning and organizational learning Findings – The paper provides an integrative framework that identifies the moderating variables that influence both the relationship between the expatriate international assignment and expatriate learning as well as the relationship between expatriat

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Valk, Reimara. "Working effectively and living contentedly in a foreign country: what human capital do expatriates require and develop?" Journal of Global Mobility: The Home of Expatriate Management Research 9, no. 2 (2021): 241–63. http://dx.doi.org/10.1108/jgm-11-2020-0076.

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PurposeThe purpose of this paper is to explore the human capital (HC) expatriates require and develop during an international assignment (IA) to work effectively and live contentedly in a host country.Design/methodology/approachQualitative research entailing interviews with 78 expatriates and repatriates across the globe, investigating the competencies they developed and the HC they gained during their IAs.FindingsFive interrelated competence clusters were derived: cultural competence (CC); interpersonal competence; intrapersonal competence; global business competence; global leadership compet

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Zhong, Yifan, Jiuhua Cherrie Zhu, and Mingqiong Mike Zhang. "Expatriate Management of Emerging Market Multinational Enterprises: A Multiple Case Study Approach." Journal of Risk and Financial Management 14, no. 6 (2021): 252. http://dx.doi.org/10.3390/jrfm14060252.

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Expatriate management has evolved through the practices of developed economy multinational enterprises (DMNEs), with the aim of improving expatriate adaptability, cross-cultural adjustment, and performance. However, most of these studies focus on expatriates from developed countries and try to help DMNEs instead of emerging market MNEs (EMNEs). In a turbulent global economy, how EMNEs manage their expatriates when conducting business through their outward foreign direct investment (FDI) is understudied. This empirical study aims to address this research gap by utilising a qualitative approach

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W., G. "The Best Expatriate Managers..." Cornell Hotel and Restaurant Administration Quarterly 38, no. 6 (1997): 15. http://dx.doi.org/10.1177/001088049703800608.

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Wong, May M. L. "Internationalizing Japanese Expatriate Managers." Management Learning 32, no. 2 (2001): 237–51. http://dx.doi.org/10.1177/1350507601322005.

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Simmons, Lee. "Commentary." Practicing Anthropology 24, no. 2 (2002): 33–35. http://dx.doi.org/10.17730/praa.24.2.m5r50081g0248024.

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Many organizations are requiring upper level executives to have international experience before they are offered higher level executive positions. To effectively compete on a global scale, firms must make optimal use of their technical expertise and staff their operations with managers who have a global mindset. These managers must identify with the organizations global objectives and strategies and are able to develop collaborative transnational networks. With the expansion of global trade and the need to have managers in newly industrialized nations such as China or Russia the number of Amer

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Jingjing, Li, Nuno Guimarães Costa, and Pedro Neves. "Chinese expatriates’ adjustment process in Portugal: on the road to guanxi replication." Management Research: The Journal of the Iberoamerican Academy of Management 13, no. 3 (2015): 247–66. http://dx.doi.org/10.1108/mrjiam-09-2014-0566.

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Purpose – This paper aims to analyze the adjustment experience of Chinese expatriate managers in Portugal. Design/methodology/approach – This exploratory study is based on the qualitative analysis of 12 semi-structured, open-ended interviews to Chinese expatriate managers in Portugal. Expatriates varied in terms of international experience, stage of career and industry. All expatriates had at least one-year working experience in Portugal. The coding process followed a reflexive approach between data and existing theory. Findings – The process of adjustment of Chinese expatriate managers to the

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Richardson, Christopher. "It's all in the past: how do colonial legacies between host and home countries affect the expatriate experience?" Journal of Global Mobility: The Home of Expatriate Management Research 10, no. 1 (2021): 36–54. http://dx.doi.org/10.1108/jgm-05-2021-0060.

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PurposeWithin the expatriation subset of the wider IB literature, the focus of research has been on contemporary contextual factors. The purpose of this paper is to link the present to the past by investigating how the individual expatriate experience may be affected by a colonial legacy between host and home countries.Design/methodology/approachGiven the exploratory nature of this study, a qualitative interview-based approach eliciting thick, detailed descriptions of the practical experiences of seven Japanese expatriate managers working in Malaysia was adopted. These were supplemented by add

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Chao, Hung-Chieh, Alastair M. Morrison, and Bihu Wu. "All work and no play? Antecedents of the leisure involvement of Taiwan expatriate managers in Mainland China." International Journal of Manpower 40, no. 7 (2019): 1215–38. http://dx.doi.org/10.1108/ijm-12-2017-0347.

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Purpose The purpose of this paper is to construct and test an antecedent relationship path model for the leisure involvement of Taiwan expatriate managers working in Mainland China. A leisure temporal-spatial involvement (LTSI) was developed. Design/methodology/approach Burnout, perceived freedom in leisure and leisure coping strategies were proposed in the conceptual model as antecedents of leisure involvement. A questionnaire survey gathered information on the characteristics of respondents, including demographic/socio-economic details, expatriate profile and leisure activity participation.

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Hong, Gahye, and Eunmi Kim. "Cultural intelligence in the choice of international assignments." Social Behavior and Personality: an international journal 50, no. 5 (2022): 1–7. http://dx.doi.org/10.2224/sbp.10218.

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We investigated the relationship between expatriate candidates' cultural intelligence (CQ) and organizational attractiveness, and examined the moderating role of the host location as a boundary condition of this relationship. Korean participants (N = 407) randomly took one of two assignment locations (Vietnam or US) and answered questions on individual ability in acceptance of cultures, and willingness to be assigned to an expatriate position in each location. Results show that CQ was positively related to organizational attractiveness, and applicants with high CQ were more positive in their c

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Hailey, John. "The expatriate myth: Cross-cultural perceptions of expatriate managers." International Executive 38, no. 2 (1996): 255–71. http://dx.doi.org/10.1002/tie.5060380206.

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Shortland, Susan, and Christine Porter. "Unlocking inhibitors to women's expatriate careers: can job-related training provide a key?" Journal of Global Mobility: The Home of Expatriate Management Research 8, no. 1 (2020): 85–105. http://dx.doi.org/10.1108/jgm-10-2019-0051.

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PurposeThe purpose of this study is to examine what job-related training interventions female expatriates seek and can access in order to build necessary knowledge and skills to progress into further career-enhancing expatriate positions.Design/methodology/approachThis study uses a cross-sectional qualitative research approach, drawing upon semi-structured interviews in respect of organisational training practice with 26 current female expatriates and nine human resource, international assignments and training managers in two oil and gas exploration firms.FindingsBudgets, time and travel restr

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DARAWONG, C., and B. IGEL. "MANAGING INTERPERSONAL CONFLICT BETWEEN EXPATRIATES AND THAI MANAGERS THROUGH INTERCULTURAL COMMUNICATION: THE MODERATING EFFECT OF EXPATRIATES’ CULTURE OF ORIGIN." International Journal of Innovation Management 21, no. 04 (2017): 1750041. http://dx.doi.org/10.1142/s1363919617500414.

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Intercultural communication has been considered as an effective tool in performing international business in overseas subsidiaries. In this paper, we investigate the impact of intercultural communication on interpersonal conflict between expatriates and Thai managers during the new product development process, and how expatriates’ culture of origin moderates this impact. Data were collected through a questionnaire survey from local managers who regularly communicate with expatriate managers working in Thailand. The results show that intercultural communication reduces relationship conflict and

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NAKAMURA, Aki. "Expatriate Managers and Local Employees." Japanese Journal of Administrative Science 15, no. 1 (2001): 73–91. http://dx.doi.org/10.5651/jaas.15.73.

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Black, J. Stewart. "Socializing American Expatriate Managers Overseas." Group & Organization Management 17, no. 2 (1992): 171–92. http://dx.doi.org/10.1177/1059601192172005.

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Tahir, Rizwan, and David Egleston. "Expatriation management process." Journal of Workplace Learning 31, no. 8 (2019): 520–36. http://dx.doi.org/10.1108/jwl-03-2019-0036.

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Purpose The purpose of this study is to validate Ozdemir and Cizel’s (2007) model of expatriate management. The researchers tested the framework developed initially by Ozdemir and Cizel (2007) by relating the four stages of the expatriation process with the performance and commitment of expatriate managers. Design/methodology/approach The research population consists of expatriate managers from five Anglo-Saxon countries. A total of 110 surveys were collected. However, due to missing data and internal inconsistencies (i.e. random answering), six surveys (5.5%) were deleted resulting in a sampl

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Hutchings, Kate, Erica French, and Tim Hatcher. "Lament of the ignored expatriate." Equal Opportunities International 27, no. 4 (2008): 372–91. http://dx.doi.org/10.1108/02610150810874322.

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PurposeThe purpose of this paper is to investigate the relationship between gender and the individual and social aspects of expatriate work, emphasising how issues external to the organisation impact on the experience of female expatriates.Design/methodology/approachIn total, 102 male respondents and 44 female respondents were surveyed in order to test the perceived organisational support, career satisfaction, and expatriate social support.FindingsSignificant gender‐related differences were identified in all three areas with notable contradiction in the perception and practice of how multinati

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Lakshman, Sangeetha, and C. Lakshman. "The dynamic change in expatriate roles: strategy type and stage of internationalization." Management Decision 55, no. 8 (2017): 1770–84. http://dx.doi.org/10.1108/md-11-2016-0816.

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Purpose The purpose of this paper is to provide an initial exploration of how expatriate roles change over time, across different stages of MNC international expansion, and subsequently theorize on the dynamic nature of change in expatriate roles. Design/methodology/approach The authors used the qualitative approach of building theory from interviews, creating theoretical propositions from empirical evidence. The authors conducted in-depth interviews with 22 top executives of large MNCs to derive rich descriptions on expatriate roles to build the cases which were subsequently comparatively ana

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Ramalu, Subramaniam Sri, and Chandrakantan Subramaniam. "Cultural intelligence and work engagement of expatriate academics: The role of psychological needs satisfaction." International Journal of Cross Cultural Management 19, no. 1 (2019): 7–26. http://dx.doi.org/10.1177/1470595819827992.

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Cultural intelligence (CQ) has received considerable research attention in studies on expatriates. However, most of the studies on this have been conducted on business expatriates, neglecting other types of expatriates, such as self-initiated expatriate academics. The growing number of expatriate academics taking up faculty positions in universities in an upper middle-income economy, like Malaysia, which is known for its complex cultural, racial, and religious diversity, has posed greater challenges to human resource managers of the respective universities. This study aims to examine the direc

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Takeuchi, Riki, Cuili Qian, Jieying Chen, and Jeffrey P. Shay. "Moderating effects of decision autonomy and culture novelty on the relationship between expatriate manager leadership styles and host country managers’ job satisfaction: Evidence from the global hotel industry." International Journal of Cross Cultural Management 21, no. 2 (2021): 285–305. http://dx.doi.org/10.1177/14705958211013408.

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While the use of expatriate managers to control and manage the foreign subsidiary is well recognized, there is a paucity of literature that considers how expatriate managers’ leadership behaviors affect host country nationals (HCNs). By incorporating leadership contingency perspective into expatriation literature, we examine the boundary conditions of two leadership (planning and consulting) behaviors on HCN managers’ job attitude (i.e., job satisfaction). Specifically, we investigate the moderating effects of decision autonomy and culture novelty of expatriate managers on the aforementioned r

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Potter, Adam, and Christopher Richardson. "How ethnographic research can help conceptualize expatriate acculturation." Journal of Global Mobility: The Home of Expatriate Management Research 7, no. 1 (2019): 49–63. http://dx.doi.org/10.1108/jgm-09-2018-0045.

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Purpose The purpose of this paper is to show how the theory of researcher positionality can help international business researchers and human resource managers clarify the ideal position of the expatriate in relation to host country nationals (HCNs), so that selection and cross-cultural training (CCT) can be more targeted and assignment specific. Design/methodology/approach This is a conceptual paper linking positionality theory and the methodological practice of reflexivity from ethnographic research and other social sciences to the research of expatriate acculturation. Findings This conceptu

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Kai Liao, Ying, Wann-Yih Wu, Tuan Cong Dao, and Thi-Minh Ngoc Luu. "The Influence of Emotional Intelligence and Cultural Adaptability on Cross-Cultural Adjustment and Performance with the Mediating Effect of Cross-Cultural Competence: A Study of Expatriates in Taiwan." Sustainability 13, no. 6 (2021): 3374. http://dx.doi.org/10.3390/su13063374.

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This study examines the influence of antecedents on cross-cultural competence and cross-cultural adjustment as well as the mediating role of cross-cultural competence for the influence of cultural adaptability on cross-cultural adjustment and expatriate performance. The partial least squares structural equation modeling technique was adopted to analyze the data from a survey of 240 expatriates working in Taiwan. The results confirm the positive effect of emotional intelligence and cultural adaptability on cross-cultural competence and of emotional intelligence and cross-cultural competence on

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Ciuk, Sylwia, and Doris Schedlitzki. "Host country employees’ negative perceptions of successive expatriate leadership: the role of leadership transference and implicit leadership theories." Journal of Global Mobility: The Home of Expatriate Management Research 10, no. 1 (2021): 80–104. http://dx.doi.org/10.1108/jgm-04-2021-0044.

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PurposeDrawing on socio-cognitively orientated leadership studies, this paper aims to contribute to our understanding of host country employees’ (HCEs) negative perceptions of successive expatriate leadership by exploring how their memories of shared past experiences affect these perceptions. Contrary to previous work which tends to focus on HCEs’ attitudes towards individual expatriates, the authors shift attention to successive executive expatriate assignments within a single subsidiary.Design/methodology/approachThe paper is based on an intrinsic case study carried out in a Polish subsidiar

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Okpara, John O., and Jean D. Kabongo. "The effect of cross-cultural training on expatriates’ adjustment." Journal of Management Development 36, no. 9 (2017): 1114–24. http://dx.doi.org/10.1108/jmd-09-2016-0166.

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Purpose One of the most important issues multinational corporations (MNCs) face in their global operations is expatriate failure. It is estimated that between 10 and 80 percent of expatriates sent on overseas assignments return home early. The purpose of this paper is to investigate the impact of cross-cultural training (CCT) on different facets of expatriate managers’ adjustment in Nigeria. Design/methodology/approach A sample of 212 western expatriate managers working in Nigeria was surveyed. Respondents were selected from four cities where they had been working for at least one year. Findin

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Tahir, Rizwan. "Expanding horizons and expatriate adjustment." Cross Cultural & Strategic Management 25, no. 3 (2018): 401–24. http://dx.doi.org/10.1108/ccsm-02-2017-0024.

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Purpose Expatriate management is a popular theme in the field of international human resource management in light of the fact that expatriates play a crucial role in a MNC’s global operations. The purpose of this paper is to explore how MNCs select, train, deploy and support expatriate managers during and after their international assignment in the United Arab Emirates (UAE). Design/methodology/approach This qualitative study is based on in-depth interviews with 22 Western expatriate managers who are presently based in the UAE. However, in order the ensure a diverse sample among the participan

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Awasthy, Richa, and Rajen K. Gupta. "Indian executives' perceptions of expatriate managers." International Journal of Indian Culture and Business Management 2, no. 2 (2009): 164. http://dx.doi.org/10.1504/ijicbm.2009.022342.

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Guzzo, Richard A., Katherine A. Noonan, and Efrat Elron. "Expatriate managers and the psychological contract." Journal of Applied Psychology 79, no. 4 (1994): 617–26. http://dx.doi.org/10.1037/0021-9010.79.4.617.

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Linder, Christian. "Expatriates’ motivations for going abroad." Employee Relations: The International Journal 41, no. 3 (2019): 552–70. http://dx.doi.org/10.1108/er-11-2017-0284.

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Purpose It is widely accepted that expatriates have career expectations and motivations for working abroad that differ according to whether their posting is self-initiated or assigned by their employer. These factors also affect organisational embeddedness in the host country organisation. The purpose of this paper is to analyse job effort and career satisfaction in expatriates working for foreign organisations and investigates how these concepts depend on expatriates’ initial career plans and motivations for working abroad. Design/methodology/approach Data were collected from two groups: mana

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Li, Jiping. "Expatriate Voice in Host Country: Examining the Expatriate Managers- Subordinate Interface." Academy of Management Proceedings 2014, no. 1 (2014): 14837. http://dx.doi.org/10.5465/ambpp.2014.14837abstract.

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Almazrouei, Hanan Saber, Robert Zacca, Joel M. Evans, and Mumin Dayan. "Great expectations." Journal of Global Mobility: The Home of Expatriate Management Research 6, no. 2 (2018): 178–93. http://dx.doi.org/10.1108/jgm-07-2017-0031.

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Purpose Organizational fairness has been shown to affect numerous employee outcomes, including organizational commitment and job satisfaction. The purpose of this paper is to explore whether an expatriate manager’s favorability toward accepting a foreign assignment affects the way they respond to subsequent treatment in the workplace, viewed in terms of organizational justice. Design/methodology/approach Data were gathered in two stages from 175 expatriate managers located in the United Arab Emirates (UAE). To test the authors’ predictions, the authors analyzed organizational commitment and jo

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Oh, Hye, Sangmin Lee, and Se Hyung Oh. "Expatriate Managers' Cross-Cultural Motivation and Host Country National Employees' Attitudes." Social Behavior and Personality: an international journal 46, no. 5 (2018): 841–60. http://dx.doi.org/10.2224/sbp.6515.

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We examined our assumption that expatriate managers' cross-cultural motivation is an important antecedent of host country national employees' organizational identification. We also explored our belief that tertius iungens-oriented coordination (i.e., management behavior that focuses on building trust and cooperation between headquarters and subsidiaries) partially accounts for the impact of expatriate managers' cross-cultural motivation on host country national employees' organizational identification. Results of our analysis of multilevel data from 76 Korean expatriate managers and 228 host c

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Hébert, Louis, Philippe Very, and Paul W. Beamish. "Expatriation as a Bridge Over Troubled Water: A Knowledge-Based Perspective Applied to Cross-Border Acquisitions." Organization Studies 26, no. 10 (2005): 1455–76. http://dx.doi.org/10.1177/0170840605057067.

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Do expatriate managers fulfil the role of ‘value-seeking connectors’ in cross-border acquisitions? Building from the organizational knowledge and the MNC literature, this paper focuses on the use of expatriate managers for transferring experience-based knowledge within the MNC and its impact on the survival of acquired subsidiaries. Using a sample of cross-border acquisitions by Japanese MNCs, we analysed the impact of expatriate managers on the relationship between the acquirer’s industry, host country and acquisition experience and the survival of the acquired subsidiary. Results show that t

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AlMazrouei, Hanan, and Richard J. Pech. "Working in the UAE: expatriate management experiences." Journal of Islamic Accounting and Business Research 6, no. 1 (2015): 73–93. http://dx.doi.org/10.1108/jiabr-08-2013-0032.

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Purpose – The purpose of this study is to examine issues of skills and cultural awareness amongst expatriate managers working in the United Arab Emirates (UAE). The study explores expatriate management and leadership experiences within a predominantly Islamic context and the adjustments that have had to be made by the new arrivals before they could effectively undertake their senior functions within their organisations. Rapid economic growth and recent prosperity in the UAE has resulted in the recruitment and placement of large numbers of expatriate managers. Design/methodology/approach – Inte

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Tahir, Rizwan. "Managing expatriates in the United Arab Emirates: the role of host- and home-country mentors on expatriate career outcomes." Journal of Workplace Learning 33, no. 6 (2021): 426–45. http://dx.doi.org/10.1108/jwl-07-2020-0116.

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Purpose This study aims to empirically explore how mentoring can help Western expatriates before, during and after the overseas assignment in the United Arab Emirates (UAE). Design/methodology/approach This qualitative study is built on 20 in-depth interviews with Western expatriates currently working and living in the UAE. Findings This study demonstrates that expatriate mentoring is an important area largely unexplored in the literature. The results establish that host-country mentors are fundamentally responsible for helping expatriates to develop common problem-focused coping tactics, wher

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CHEN, MEI-FANG, GWO-HSHIUNG TZENG, and TZUNG-I. TANG. "FUZZY MCDM APPROACH FOR EVALUATION OF EXPATRIATE ASSIGNMENTS." International Journal of Information Technology & Decision Making 04, no. 02 (2005): 277–96. http://dx.doi.org/10.1142/s0219622005001520.

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As international corporate activities increase, the staffing of their operations involves more strategic concerns. However, foreign assignments have many differences, and dissatisfaction with host country is a known cause of expatriate failure. This study distinguishes from previous studies, which focused on the expatriate selection process from the viewpoint of the human resource managers. From the view of expatriate candidate's points, this paper describes a fuzzy analytic hierarchy process (fuzzy AHP) to determine the weighting of subjective judgments. When the expatriate assignments are ev

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Daspro, Eileen. "An evaluation of female expatriate managers’ efficacy." econoquantum 1, no. 1 (2004): 83–92. http://dx.doi.org/10.18381/eq.v1i1.187.

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Russell, Roger C., and Laurence Dickie. "Paradoxical Experiences Of Expatriate Managers In Indonesia." Journal of Diversity Management (JDM) 2, no. 1 (2007): 17–28. http://dx.doi.org/10.19030/jdm.v2i1.5002.

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Yavas, Ugur, and Muzaffer Bodur. "Satisfaction among expatriate managers: correlates and consequences." Career Development International 4, no. 5 (1999): 261–69. http://dx.doi.org/10.1108/13620439910279743.

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Antal, Ariane Berthoin. "Types of Knowledge Gained by Expatriate Managers." Journal of General Management 26, no. 2 (2000): 32–51. http://dx.doi.org/10.1177/030630700002600203.

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