Facilitating expatriate adjustment: The role of advice-seeking from host country nationals

Mahajan, Ashish; Toh, Soo Min

doi:10.1016/j.jwb.2013.10.003

Cited by 128 publications

(75 citation statements)

References 74 publications

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“…For example, Arthur and Bennett (1995) stated that expatriate performance may be determined by many factors such as motivation, flexibility, extra-cultural openness, and family situation and the expatriate performance equally determines the success of international business. Personnel adaptability to foreign culture (Miao et al, 2011;Wang and Fang, 2014;Huff et al, 2014;Li and Scullion, 2010;Koveshnikov et al, 2014;Mahajan and Toh, 2014;Yamazaki, 2010;Ntshona, 2007) , knowledge of host country-local-language, training on cross culture, interest in overseas expariences, willingness of spouse to live abroad -for married expatriates- (Ntshona, 2007;Riusaia, 2000), attractive compensations (Ntshona, 2007;Hon and Lu, 2015;McNulty, 2014;) are accepted among the conditions to increasing the productivity of expatriate management. Expatriates' repatriation has also been treated as well as all mentioned factors.…”

Section: Literature Reviewmentioning

confidence: 99%

The Barriers to Increasing the Productivity in Expatriate Management: Examples in the World and Turkey

Aracı

2015

Procedia - Social and Behavioral Sciences

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In the current frame of global rivalry perceptive, one of the significant formulas of multinational enterprises to obtain competitive advantage is having human resources who are well-equipped and having mobile ability. This situation increases the need for those who have the quality to work abroad for a definite duration, and bring forward the issue of Expariate Management (EM) for Human Resources Management (HRM). The right choose and management of assigned personnel effectively in this way is a quite important matter because of the global knowledge that is provides in areas such as production, management, marketing, but at the same time it is a problem because of high costs it may cause. The most common and costly problem facing multinationals in doing business in over seas countries is the high level failure of expatriates because of the adaptation problems to the new country. The adaptation problem expariates faced to a large extent may arise from various reasons in many developed and developing countries. This reveals the neccessity of differentiation of EM by countries. The aim of this study is to provide a brief overview of some adaptation problems encountered by expariates, to give information about EM practices and views in the world and to illustrate the EM practices of Turkey and the point it has reached in Turkey though various examples. There have been few studies dealing specifically with expatriate practices in Turkey. It is hoped that the current paper can fill this gap. Putting the barriers to increasing the productivity in EM and offering some examples from the world can be useful for both the success of business employing expatriates and for numerous scholars to study in this field.

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Section: Literature Reviewmentioning

confidence: 99%

The Barriers to Increasing the Productivity in Expatriate Management: Examples in the World and Turkey

Aracı

2015

Procedia - Social and Behavioral Sciences

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“…These challenges are a result of the liability of foreignness that individuals face being seen as 'outsiders' and having a limited knowledge of the norms and process that locals or 'insiders' possess (Matsuo, 2000). Studies on cross-cultural adjustment suggest that expatriates can lower the effects of this liability by attempting to understand how interpersonal relations are built and used in the host country (Mahajan & Toh, 2014). Extant studies in this area tend to take the social network approach to analyze relationship building in task-oriented societies where work and personal lives are kept separate.…”

Section: Introductionmentioning

confidence: 99%

Interpersonal relations in China: Expatriates’ perspective on the development and use of guanxi

Guo

Rammal

Benson

et al. 2018

International Business Review

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The literature on social networks identifies relationship building through guanxi as an effective way for Western organizations to reduce their liability of foreignness in China. Even though it is individuals rather than organizations who build these relationships, the focus in previous literature has been on organizational outcomes, and only a handful of studies have attempted to explain how expatriates perceive guanxi-relations are built and maintained. To help address this issue, we conducted in-depth, semi-structured interviews with 36 Western expatriates working in China. Our findings suggest that guanxi is perceived to be an informal process that is used to build trust between individuals, which in turn can reduce the uncertainty around contract enforcement in China. We also find that the process for building guanxi between parties is initiated by the individual whose organization has less market-power. Finally, the findings suggest that firms should be cautious if they elect to use agents as intermediaries to help connect to, and build relations with buyers and sellers.

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“…Because of their national working experience and background, HCNs have relevant role information, which is necessary for expatriates to learn in order to become effective members of the organization (Varma et al, ). Assistance from HCNs in the workplace by sharing role information is important for expatriates to succeed in international assignments (Mahajan & Toh, ; Toh & Srinivas, ). Outside the workplace, in any particular culture only certain behaviors are deemed to be appropriate.…”

Section: Theoretical Background and Development Of Hypothesesmentioning

confidence: 99%

Conditional altruism: Effects of HRM practices on the willingness of host‐country nationals to help expatriates

Shen

Kang

Dowling

2017

Human Resource Management

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The assistance of host-country nationals (HCNs) both within the workplace and in the external environment plays a significant role in expatriate adjustment and work performance on international assignments. Extant research exploring antecedents of HCNs' attitudes and behaviors toward expatriates focuses on personal and intrapersonal factors but overlooks organizational contextual effects. In this study, we propose and test a model that HCNs' willingness to help expatriates is influenced by HRM practices in international subsidiaries of multinational enterprises (MNEs). Results of analyzing data collected from Chinese subsidiaries of South Korean MNEs showed that high-commitment HRM practices directly and indirectly influence HCNs' willingness to help expatriates through the mediation of perceived organizational support (POS). Socially responsible HRM indirectly influences the criterion variable through the mediation of organizational identification. Moreover, POS and organizational identification sequentially mediate the effect of high-commitment HRM on HCNs' willingness to help expatriates.These findings shed some light on organizational antecedents that go beyond personal and intrapersonal factors of HCN attitudes and behavior toward expatriates.

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Facilitating expatriate adjustment: The role of advice-seeking from host country nationals

Cited by 128 publications

References 74 publications

The Barriers to Increasing the Productivity in Expatriate Management: Examples in the World and Turkey

The Barriers to Increasing the Productivity in Expatriate Management: Examples in the World and Turkey

Interpersonal relations in China: Expatriates’ perspective on the development and use of guanxi

Conditional altruism: Effects of HRM practices on the willingness of host‐country nationals to help expatriates

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