Cross-cultural adjustment of skilled migrants in a multicultural and multilingual environment: an explorative study of foreign employees and their spouses in the Swiss context

Portrayal of Skilled Migrants' Careers in Business and Management Studies: A Review of the Literature and Future Research Agenda

“…; Nolan & Morley ; Bahn ; Ravasi et al . ). We group these themes together here in our analysis, since these factors combined play an influential role in the skilled migrant's decision and ultimate choice to remain in the host country (Baruch et al .…”

“…Given the heterogeneity of the motivations to migrate, such as influences of a vocational, cultural or economic nature, and of adjustment factors, such as cultural (Ravasi et al . ) or psychological (Hakak & Al Ariss ), empirical evidence on the following would be invaluable: migrants' motivations to move internationally, adjustment and adaptation to their new position in the host country, and decision to remain in the host country. Such evidence would enable organizations to design and implement relevant programs and supports to recruit and retain skilled migrants in the long term (Cao et al .…”

Social Support and Life‐Domain Interactions among Assigned and Self‐Initiated Expatriates

“…The other key importance of the organization's life‐domain support with respect to IMEs' life‐domain conflicts is in line with Ravasi et al .’s () results showing that administrative and financial support practices, the most frequently offered measures by organizations to IMEs and the ones most perceived as being important to them, have an impact on their foreign adjustment because they facilitate their daily lives and offer them more cognitive availability to deal with their new social and work environments. When organizations develop and put in place human resources management practices, they provide IMEs with various informational, emotional, instrumental, or appraisal resources that will help them manage their daily lives and balance life‐domain interactions.…”

Cross-cultural Leadership Behavior Adjustment: Expatriate Senior Managers in China

“…We then turned to the existing research on expatriate adjustment, but equally found this to be limited, as it has mainly based on the model proposed by Black and his colleagues Black, Mendenhall & Oddou, 1991) and focused on how various factors influence three dimensions of adjustment: general, interaction, and work (see, e.g., Ravasi et al, 2015;Shaffer et al, 1999;Shay & Baack, 2004). Although the work dimension of adjustment has been covered in this line of research, adjustment specifically related to 'leadership behaviors' has not been addressed.…”

“…Although cross-cultural leadership and expatriate adjustment have featured prominently in international management research, most studies on the former aspect have largely focused on the impact of the leaders' own cultural values on their leadership styles (Almond et al, 2005; see, e.g., Brodbeck et al, 2000;Brodbeck, Frese & Javidan, 2002;Elenkov & Manev, 2005;Javidan & Carl, 2005;Leung & Bozionelos, 2004), and those on the latter have looked at the degree of work and life adjustment of international assignees (see, e.g., Ravasi, Salamin & Davoine, 2015;Shaffer, Harrison & Gilley, 1999;Shay & Baack, 2004). Few studies have empirically examined the degree to which expatriate business leaders adjust their leadership behaviors and the organizational and individual factors associated with any adjustment.…”