Fitting in: Surface- and Deep-Level Cultural Differences and Expatriates’ Adjustment

Vianen, A.E.M. van; Pater, Irene E. De; Kristof‐Brown, Amy L.; Johnson, Erin C.

doi:10.5465/20159612

Cited by 136 publications

(185 citation statements)

References 33 publications

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“…But expatriates are often selected on the basis of technical skills for performing their own jobs and their experience in their home country (Tung, 1987). Some expatriates may not have the ability to overcome surface-level (e.g., language) and deep-level (e.g., values and learning styles) cultural differences (Van Vianen, De Pater, Kristof-Brown, & Johnson, 2004). Others may not have the skills to teach local employees effectively despite their superior technical skills.…”

Section: Mediating Role Of Knowledge Received By Subsidiarymentioning

confidence: 99%

Expatriate Knowledge Transfer, Subsidiary Absorptive Capacity, and Subsidiary Performance

Chang

Gong

Peng

2012

AMJ

421

443

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In this study, we theoretically identify three dimensions of expatriate competenciesability, motivation, and opportunity seeking-for knowledge transfer. Integrating the ability-motivation-opportunity framework and the absorptive capacity perspective, we propose that expatriate competencies in knowledge transfer influence a subsidiary's performance through the knowledge received by the subsidiary, but tbat this indirect eñect is stronger when subsidiary absorptive capacity is greater. We collected multisource, time-lagged data from 162 British subsidiaries of Taiwanese multinational ñrms. The results support our hypotheses. Overall, we contribute to expatriation theory and research by revealing speciñc expatriate competencies as well as identifying boundary conditions for successful expatriate knowledge transfer.

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Section: Mediating Role Of Knowledge Received By Subsidiarymentioning

confidence: 99%

Expatriate Knowledge Transfer, Subsidiary Absorptive Capacity, and Subsidiary Performance

Chang

Gong

Peng

2012

AMJ

421

443

View full text Add to dashboard Cite

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“…Por ello, tanto el análisis intercultural (Yoko Brannen y Salk, 2000), como el ajuste intercultural (Van Vianen, De Pater, KristofBrown y Johnson, 2004), representan actividades cruciales a la hora de emprender una estrategia de crecimiento, dado que lo que se busca es garantizar la cooperación y el apoyo entre compañeros de trabajo diferentes desde el punto de vista demográfico (Bacharach y Bamberger, 2005).…”

Section: Aspectos Culturalesunclassified

La adquisición de un equipo de alto desempeño como alternativa en la estrategia de crecimiento inorgánico. Acquisition of a High performing team as an alternative in the inorganic growth strategy

Flórez

Gentilin

Ruiz

2017

CADM

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ResumenEn el presente artículo se analiza la adquisición de un equipo de alto desempeño (EAD) como una nueva alternativa de crecimiento inorgánico. El trabajo consiste en una reflexión teórica que se identifica a partir de una situación real de negocio ocurrida en el año 2006, en la que un EAD en el sector de banca privada en Estados Unidos fue contratado por un banco competidor. Para ello, se discuten diversas estrategias de crecimiento, tanto orgánicas como inorgánicas, y luego se desarrolla la adquisición de EAD dentro del análisis de las estrategias de crecimiento inorgánico. El desarrollo profundiza en cinco aspectos muy importantes de una estrategia de crecimiento inorgánico: la marca, lo legal, las características de la industria, lo cultural y los costos.Palabras claves: Adquisición de equipos de alto desempeño; Estrategias de crecimiento; Crecimiento inorgánico; Crecimiento orgánico. AbstractIn this paper, we analyze the acquisition of High-Performing Team (HPT) as an alternative of inorganic corporate growth. This work consists in a theorical reflection from a real-life business situation that took place in 2006, where a HPT working for a private banking company in the US was hired by a competitor. For this, various corporate growth strategies are discussed, organic and inorganic, and then the hiring of a high performing team (HPT) as an additional alternative of inorganic corporate growth. The arguments are based in five important aspects of an inorganic growth strategy: brand, legal issues, industry traits, cultural aspects and costs.Key words: Acquisition of high performing team; Growth strategies; Inorganic growth; Organic growth.

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“…Here, the similarity-attraction paradigm introduced by Byrne (1971) is central, which claims that similarity (e.g., in values) triggers liking and attraction and makes people want to socialize and spend time together again and again (Meglino, Ravlin, & Adkins, 1991;Van Vianen, De Pater, Kristof-Brown, & Johnson, 2004). Conversely, we argue that incongruence between important follower and leader values may be perceived by the follower as threatening as such incongruence can make communication difficult, reduce predictability of leader behaviors, make it more difficult to trust, and also reduce the liking of the leader (Edwards & Cable, 2009).…”

Section: Leadershipmentioning

confidence: 99%

Untitled

2017

JVBL

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As we turn our focus to becoming a socially responsible university, the Valpo MBA program is now offering a Certificate in Sustainability. After completing a bachelor's degree, or while enrolled in a Valpo master's program, a student may choose to take four additional courses -twelve (12) additional credits -and receive the graduate Certificate in Sustainability. The four additional courses include:• MBA 702 Managing Sustainability -3 credits • MBA 703 Forces Affecting Sustainability -3 credits • MBA 704 Case Studies in Sustainability -3 credits • MBA 705 Fieldwork in Sustainability -3 credits WHAT IS SUSTAINABILITY?Sustainability is a vital answer to existence on this planet, but also to the existence of our economy. As we look for better answers to energy issues, the end of landfills, and clean air and water for future generations, we need the business model of efficiency and return on investment to be sure we are taking the best paths to improve the future. JOURNAL OF VALUES-BASED LEADERSHIP* JVBL Mission StatementThe mission of the JVBL is to promote ethical and moral leadership and behavior by serving as a forum for ideas and the sharing of "best practices." It serves as a resource for business and institutional leaders, educators, and students concerned about valuesbased leadership. The JVBL defines values-based leadership to include topics involving ethics in leadership, moral considerations in business decision-making, stewardship of our natural environment, and spirituality as a source of motivation. The JVBL strives to publish articles that are intellectually rigorous yet of practical use to leaders, teachers, and entrepreneurs. In this way, the JVBL serves as a high quality, international journal focused on converging the practical, theoretical, and applicable ideas and experiences of scholars and practitioners. The JVBL provides leaders with a tool of ongoing self-critique and development, teachers with a resource of pedagogical support in instructing valuesbased leadership to their students, and entrepreneurs with examples of conscientious decision-making to be emulated within their own business environs. Submission Guidelines for the JVBLThe JVBL invites you to submit manuscripts for review and possible publication. The JVBL is dedicated to supporting people who seek to create more ethically-and sociallyresponsive organizations through leadership and education. The Journal publishes articles that provide knowledge that is intellectually well-developed and useful in practice. The JVBL is a peer-reviewed journal available in both electronic and print fora (fully digital with print-on-demand options). The readership includes business leaders, government representatives, academics, and students interested in the study and analysis of critical issues affecting the practice of values-based leadership. The JVBL is dedicated to publishing articles related to:1. Leading with integrity, credibility, and morality; 2. Creating ethical, values-based organizations; 3. Balancing the concerns of stakeholders, co...

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Fitting in: Surface- and Deep-Level Cultural Differences and Expatriates’ Adjustment

Cited by 136 publications

References 33 publications

Expatriate Knowledge Transfer, Subsidiary Absorptive Capacity, and Subsidiary Performance

Expatriate Knowledge Transfer, Subsidiary Absorptive Capacity, and Subsidiary Performance

La adquisición de un equipo de alto desempeño como alternativa en la estrategia de crecimiento inorgánico. Acquisition of a High performing team as an alternative in the inorganic growth strategy

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