INTRODUCTIONDespite the continuous cost-cutting pressures and severe budget restrictions, international assignments remain a crucial aspect of multinational corporations ' (MNCs) global strategy. The significance of an international assignment is amplified due to many MNCs considering an international assignment as a prerequisite for advancing one's career (Chen, Choi and Chi 2002). At the same time, there is ample evidence of expatriates' ineffectiveness abroad and expatriates commonly attribute these problems to poor crosscultural adjustment (Takeuchi, Yun and Tesluk 2002), family-related problems, i.e. the inability of spouse and children to adapt to the host country's culture (Flynn 1995;Takeuchi et al. 2002), and lack of ability to adapt to the various aspects of the host country (Pomeroy 2006).Given these persistent problems, previous studies (Bhaskar-Shrinivas, Harrison, Shaffer and Luk 2005;Cogin and Fish 2010) have highlighted the need to improve our ability to predict the success of international assignments. However, it still remains a mystery why some expatriates adjust well to the foreign environment when others fail (Takeuchi 2010).These failures not only result in monetary expenses but also negative company image, stalled career progression and psychological barriers to take up future assignments (Hemmasi, Downes and Varner 2010;Mendenhall and Oddou 1985;Zeira and Banai 1985). A key problem in expatriate-related research is that despite being extensively researched for the past few decades, most of it has been predominantly 'expatriate-centric' and has neglected other expatriate stakeholders that include the accompanying spouse, host-country nationals (HCNs), and the parent company or MNC (Takeuchi 2010). Our study addresses this gap in the literature by focusing on the support from expatriates' multiple stakeholders, including the organization, HCNs and the spouse/partner. Drawing on anxiety/uncertainty management (AUM) theory (Gudykunst 1988; Gudykunst and Kim 1997), we argue that utilizing their 4 support will help expatriates to manage and minimize the feelings of anxiety and uncertainty that result from being relocated to a new cultural environment, and be mindful of these cultural differences to facilitate cross-cultural adjustment and ultimately their performance.We focus on an emerging country -Malaysia -for two reasons. First, there is a scarcity of research regarding the adjustment of expatriates and their family members in this country. Second, a rising amount of foreign direct investment (FDI) targets this country.According to the World Investment Report (UNCTAD 2010) Malaysia has remained one of the top 15 host countries for FDI for [2010][2011][2012]. With a continuous increase in FDI inflows, more foreign companies are likely to operate in Malaysia, leading to a greater demand for expatriates being deployed to this country. Asia in particular represents a challenging posting for many foreign managers. Wide differences between the cultural perspectives and mannerisms may pose ...