The Socialization of Expatriate Managers in Multinational Firms

Lee, Yosup; Larwood, Laurie

doi:10.5465/255913

Cited by 13 publications

(9 citation statements)

References 18 publications

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“…Organizational outcomes will reflect the real choices made by individual actors, who may be more or less receptive to socialization in an attempt to behave in ways appropriate to their specific context (Lee and Larwood, 1983). Recurrent themes in the literature are the link between the strategy-structure configuration in MNEs and the competing demands for global integration and coordination versus local responsiveness (Bartlett andGhoshal, 1989: Porter, 1990;Prahalad and Doz, 1987).…”

Section: Duality Theoriesmentioning

confidence: 99%

Similarity, Isomorphism or Duality? Recent Survey Evidence on the Human Resource Management Policies of Multinational Corporations

Brewster

Wood

Brookes

2008

British J of Management

198

200

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Copyright and moral rights to this work are retained by the author and/or other copyright owners unless otherwise stated. The work is supplied on the understanding that any use for commercial gain is strictly forbidden. A copy may be downloaded for personal, non-commercial, research or study without prior permission and without charge.Works, including theses and research projects, may not be reproduced in any format or medium, or extensive quotations taken from them, or their content changed in any way, without first obtaining permission in writing from the copyright holder(s). They may not be sold or exploited commercially in any format or medium without the prior written permission of the copyright holder(s).Full bibliographic details must be given when referring to, or quoting from full items including the author's name, the title of the work, publication details where relevant (place, publisher, date), pagination, and for theses or dissertations the awarding institution, the degree type awarded, and the date of the award.If you believe that any material held in the repository infringes copyright law, please contact the Repository Team at Middlesex University via the following email address:eprints@mdx.ac.ukThe item will be removed from the repository while any claim is being investigated.

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Section: Duality Theoriesmentioning

confidence: 99%

Similarity, Isomorphism or Duality? Recent Survey Evidence on the Human Resource Management Policies of Multinational Corporations

Brewster

Wood

Brookes

2008

British J of Management

198

200

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“…From the divergence perspective the notion of 'common and universal business values' is questioned. Lee and Larwood (1983) found that some attitudes and value systems of expatriate managers change in the direction of those of host-country nationals who provide alternative role models. On the other hand, local workers and middle managers are expected to adapt to the cross-cultural environment.…”

Section: The Role Of Culture In Joint-venturesmentioning

confidence: 99%

Culture, Leadership-Styles and Stress: A Comparative Study of Japanese and American Joint Ventures in Indonesia

Grotenhuis

Neuijen

Dwiatmadja

1999

J. Enterprising Culture

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This exploratory study examined differences between Japanese- and American joint ventures in Indonesia in relation to culture. Especially leadership-styles and stress are examined as effects of differences in national cultures. It was expected that the Japanese management-style would better fit in with the expectations of Indonesian workers and that the level of stress experienced by Indonesian workers would subsequently be lower in these Japanese/Indonesian joint-ventures, compared to the American/Indonesian joint-ventures in our study. In decision making we expected the Japanese managers to focus more on consensus, which would result in a more 'human-oriented' leadership-style. American managers on the other hand would be more 'task-oriented' as a result of their focus on goal-attainment. Result indicate that the leadership-style of Japanese managers fits in better with the expectations of Indonesian workers than do the leadership-styles of American managers. However, we found that both Japanese and Indonesian managers are more human-oriented than American managers and more task-oriented as well. They simply seem to be more active than the American managers. Indonesian employees managed by American managers experienced less stress than Indonesian employees managed by Japanese or Indonesian managers.

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“…Church (1982) notes that most of the research he reviewed used students as sample population or examined the adjustment of Americans in foreign countries. Furthermore, until recently, few studies have examined the adjustment of American businessmen or expatriate employees serving in temporary international assignments (e.g., Baker and Ivancevich 1971;Black 1988;Early 1987;Hawes andKealey 1981, Lee andLarwood 1983;Misa and Fabricator 1979;Tung 1982). The adjustment of foreign employees has received even less attention.…”

Section: Introductionmentioning

confidence: 99%

Cross‐cultural adjustment of expatriates: Theory and research findings on American and Japanese expatriates

Chang¹

1997

Global Economic Review

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Theory and research findings of expatriate adjustment were examined to gain a better understanding of the adjustment process. Empirical studies have been focused on the failure rates of expatriates rather than on their adjustment capacity in foreign societies. Few studies have attempted to assess the level of adjustment for both American and Japanese expatriates in the same cultural environment. Future studies need to investigate how one group of expatriates can be better-adjusted than another in different cultures, the differences in their adjustment to the different facets of crosscultural adjustment and the factors that enable one group to outperform the other group.

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The Socialization of Expatriate Managers in Multinational Firms

Cited by 13 publications

References 18 publications

Similarity, Isomorphism or Duality? Recent Survey Evidence on the Human Resource Management Policies of Multinational Corporations

Similarity, Isomorphism or Duality? Recent Survey Evidence on the Human Resource Management Policies of Multinational Corporations

Culture, Leadership-Styles and Stress: A Comparative Study of Japanese and American Joint Ventures in Indonesia

Cross‐cultural adjustment of expatriates: Theory and research findings on American and Japanese expatriates

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