The relationship between expatriate job level and host country national categorization: an investigation in the UK

Abstract

Using data from 493 host country nationals (HCNs) in the UK, we investigated relationships between expatriate gender, national origin, and job level, and HCN characteristics and willingness to help expatriates. Results showed that HCNs from the UK are likely to categorize expatriates as in-group or out-group members based on perceived values similarity, ethnocentrism, and collectivism. This categorization is also likely to affect HCN willingness to provide role information and social support to expatriates. Overall, our results suggest that HCNs would be more likely to provide role-related information to subordinates and peers than supervisors, and social support to male peers regardless of their nationality (i.e. USA vs. India). The analysis contributes to the fields of expatriate management, social categorization, and international human resource management. It also has key messages for multinational companies regarding the development of efficient expatriate management systems.

Interpersonal affect and host country national support of expatriates

“…In this connection, Caligiuri (2000) reported that casual interaction between expatriates and HCNs may not be enough of a trigger for the HCN to share role information or cultural insights. Instead, as we noted earlier, it has been argued that HCNs would be likely to share information only with expatriates toward whom they experience high interpersonal affect -in other words, expatriates they like (Varma et al, 2009;Varma et al, 2011b).…”

“…As we noted earlier, HCNs will typically share role information with, and offer social support to, only those expatriates whom they like (see, e.g., Varma, et al, 2011b). The other expatriates may be left out of the information circle, either due to their gender and/or national origin, or simply the fact that they are expatriates, which is quite problematic, as all expatriates need role information and social support to successfully adjust to the new location.…”

“…In other words, people in collectivistic societies rely, in general, upon their in-group members (i.e., other Chinese HCNs) in exchange for absolute devotion to them, while interaction with outgroup members (i.e., expatriates from India or USA) is to be minimized. Here, collectivism is manifested through a deep sense of liking for those who belong to the same social environment (Lockett, 1988) and share the same values, and these values, in turn, guide HCNs' behavior towards expatriates (Varma, Pichler & Budhwar, 2011b). …”

Rethinking Management Theory and Practice for the Indian Context: An International Management Perspective

“…EMNCs notwithstanding the handicaps are able to do well (Thite et al, ) owing to their ability to successfully tap the bottom‐of‐pyramid market and being agile in uncertain and dynamic environments. Multinational organizations operating in India have often come up with disruptive business models given the challenges of price and access and uncertainty they have to face (Varma, Shaun, & Budhwar, ). As is obvious from the research presented on EMNCs, there is a need to empirically flesh out the advantages and disadvantages that EMNCs face, and indigenous ways for them to overcome the hurdles and capitalize on the strengths.…”

The benefits of being understood: The role of ethnic identity confirmation in knowledge acquisition by expatriates

“…One stream of research tries to explain why local employees might not support expatriates from the angle of ethnic (dis)similarity in expatriate‐local employee interactions. Researchers have found that ethnic dissimilarity can trigger out‐group categorization, which could damage trust and inhibit interpersonal support, information sharing, and cooperative behaviors (Mäkelä, ; Toh & DeNisi, ; Varma, Pichler, & Budhwar, ). These findings align with self‐categorization theory, suggesting in‐group categorization facilitates interpersonal interactions (Brewer & Pierce, ).…”