No abstract

This study develops a scale to measure consumer sensitivity to corporate social performance (CSCSP) using the factor analysis procedure to generate a valid and reliable 11-item scale. Results from a U.S. sample of M.B.A. students suggest that women are more sensitive to CSP than men and that Democrats are more sensitive to CSP than Republicans. Future research can use this scale to measure the correlation between attitudes toward CSP and actual behavior.

PurposeThe purpose of this paper is to examine the relationship between cultural distance and cross‐cultural adjustment. The authors address four hypotheses regarding this relationship: the Cultural Distance Hypothesis; the Cultural Distance Paradox; the Null Hypothesis; and the Asymmetry Hypothesis, in an effort to reconcile the disparities found in the literature. Specifically, portions of the extant literature support a positive relationship, while others support the opposite. There is also some evidence that this relationship may vary depending on the direction of expatriate transfer. Finally, some of the research has failed to support any significant relationship between cultural distance and adjustment.Design/methodology/approachSurvey data were collected from 125 expatriates (117 expatriates and eight repatriates), representing 36 nationalities and on assignment in 32 different countries. Multiple regression analyses were used to regress cultural distance on both general and work‐related adjustment. Cultural distance was first operationalized as a composite of the scores on Hofstede's cultural dimensions. Subsequently, distances for each of the dimensions were entered into the regression models.FindingsThe authors concur with the Cultural Distance Paradox that greater differences in individualism between home and host cultures facilitates work adjustment. Findings also support the Asymmetry Hypothesis that travel from individualistic societies to more collectivist ones results in greater adjustment than does travel in the opposite direction.Practical implicationsBased on the Cultural Distance Paradox, firms may be well‐advised to direct their expatriate training efforts toward those assignments where the home and host cultures are presumably similar, as there may be a tendency to take adjustment for granted and therefore forgo cross‐cultural training. Similar efforts should be made to ease transfers to locations where the culture is more individualistic than that of the parent country.Originality/valueRather than fixate on one set of findings from the literature, this study considers all four of the possible relationships between cultural distance and adjustment, as found or suggested in previous research. This comprehensive approach should advance our understanding of cultural distance as a complex construct, with a role that cannot be consistently defined across all situations. This represents a departure from the need to assign static roles to variables that may be dynamic in nature.

Business students in two universities were queried regarding their willingness to accept international postings. In contrast to Adler' s (1984aAdler' s ( , 1986) ® ndings, gender was a signi® cant predictor when speci® c referent countries were identi® ed. Country characteristics considered here included cultural distance (or the difference between the cultures of the respondent' s home country and that of the referent location) and the levels of development and political risk in the referent country. Differences among countries on indices of cultural distance and human development explained substantial variance among males and females in their willingness to accept international assignments. Political risk, however, was not signi® cant in explaining these gender differences.

Purpose -This paper aims to assess the relationship between expatriate personality and effectiveness on overseas assignments. Design/methodology/approach -Survey data were collected from 118 expatriates who were currently on assignments overseas or had been on an assignment in the past. Findings -Results of multiple regression analysis show expatriate personality traits to be significant predictors of two of the effectiveness measured used. Extraversion, emotional stability, and openness have a significant, positive impact on expatriate adjustment, and agreeableness is significant and positively associate with expatriate job performance. Practical implications -Organizations may be well-served to consider expatriate personality as an important criterion for selection for overseas assignments, as successful assignments reflect on the organization in a number of ways and thus contribute to the company's global competitiveness. Originality/value -Extant research on the connection between expatriate personality and effectiveness has been limited, relies on expatriate or supervisor perceptions of which traits they believe are important to success, and has been inconsistent in measuring the effectiveness construct. This paper directly assesses personality and employs multiple dimensions of effectiveness, thus contributing to the understanding of this relationship.