Cross‐cultural leadership adjustment: A strategic analysis of expatriate leadership at a British multinational enterprise

Abstract

The current study examines the determinants of cross-cultural leadership adjustment (CLA) and explores any potential linkage with performance. CLA adaptions are observed using a sample of leaders from two cultural regions, the United Kingdom and Germanic-Europe, with expatriate experience at a British multinational enterprise (MNE) in seven different countries, including non-European nations. Using data from a single company in multiple regions helps to isolate the firm, industry and regional effects. We adopted mixed method approach to address the question on what mode of adjustment leads to better performance and the antecedents of CLA which leads to better work-performance. The results indicated that most expatriate leaders used the exploration mode of adjustment, under which both they and subordinates made substantial behavioral adaptations. This mode of adjustment addressing cultural differences had a positive impact on work-performance along with replication mode. Additional antecedents here, such as differences relating to hierarchy, decisionmaking and language/ communication, also impacted CLA.

Dynamic capabilities and organizational ambidexterity: New strategies from emerging market multinational enterprises in Nigeria

“…Third, the findings of this study contribute to the international business literature on EMNEs ambidextrous international opportunity identification, by showing how internationalization is used as an ambidextrous strategy by EMNEs, especially in times of environmental discontinuities in the host country (Rao-Nicholson et al, 2020;Wang & Wang, 2020). Researchers have bemoaned the particularly pronounced lack of research attention on the role of strategic ambidexterity within EMNEs (Bustinza, Vendrell-Herrero, & Gomez, 2019;Khan et al, 2020), and on how ambidexterity is implemented by EMNEs (Choi et al, 2020;Ciasullo, Montera, Cucari, & Polese, 2020).…”

“…Second, by evidencing how internationalization is deployed as an ambidextrous strategy by EMNEs especially in times of the host country environmental discontinuities (Rao‐Nicholson, Carr, & Smith, 2020; Wang & Wang, 2020), the study provides important insights to the international business literature. Our findings complement the emerging international ambidexterity of EMNEs research stream by highlighting that despite the many challenges that EMNEs encounter (He, Khan, Lew, & Fallon, 2019; Khan et al, 2020), dynamic capability and ambidexterity can facilitate their successful internationalization (Khan, 2020; Osei, Amankwah‐Amoah, Khan, Omar, & Gutu, 2019).…”

Adaptation: Retrospection of a Decade

“…Cross cultural integration is a very important factor in expatriation discourse (Paulus & Muehlfeld, 2017). Rao-Nicholson et al (2020) showed that exploration mode of expatriate adjustment substantially improves expatriate behavioural adaptations. Waxin et al (2020) found that thorough orientation programs, cultural orientation, couching and mentoring and team works enhances expatriates' socialization.…”

Tracing the Route to Organizational Performance through Expatriate Leadership Effectiveness: The Role of Emotional, Cultural and Spiritual Intelligence

“…Cultural intelligence refers to the ability of a person to work effectively in culturally diverse settings (Rao-Nicholson et al, 2020;Rockstuhl et al, 2011). Initially, the aspect of cultural intelligence was developed for attaining a clear idea about the factors that impact an individual's ability to adjust into a new culture (Basit et al, 2020;Keung and Rockinson-Szapkiw, 2013).…”

“…Leadership effectiveness of expatriates holding managerial positions play vital role in developing sustainable strategies that lead to organisational growth. Global leaders must develop their skills continuously in order to face the existing and upcoming challenges in today's increasingly changing business environment (Chuang, 2013;Rao-Nicholson et al, 2020). An expatriate leader's ability to effectively manage the culturally distinct workplace settings is key to organisational business success and expatriate employee empowerment (Rockstuhl et al, 2011;Ahmad and Saidalavi, 2019;Rawat, 2011).…”