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Research on work stress has highlighted its negative outcomes for both individuals and their employers. Overseas assignments are more stressful than domestic assignments, and their relatively high failure rates are well documented. We suggest, however, that certain types of stress can positively affect expatriate performance. Based on role theory and the distinction between hindrance and challenge stressors, we develop hypotheses regarding the influence of role ambiguity and role novelty on expatriate success. We also conceptualize and empirically investigate the moderating influence of expatriates' perceptions of organizational support and supervisor support. Our hypotheses are tested using a sample of 125 Japanese expatriate managers in Germany. We find that role ambiguity is a hindrance stressor and negatively affects job satisfaction and work adjustment, while role novelty acts as a challenge stressor and positively affects job satisfaction, task performance and work adjustment. Our findings also show that perceived organizational support attenuates the negative effects of role ambiguity on work adjustment and strengthens the positive effect of role novelty on job satisfaction. We also find that supervisor support positively moderates the positive effect of role novelty on job satisfaction and work adjustment.

Purpose The purpose of this study is to explores the extent to which local institutional forces affect female entrepreneurial venture performance. Drawing upon a unified theoretical framework of social cognitive and institutional perspectives, the authors scrutinize the complex interplay among institutional support, entrepreneurial cognitions and entrepreneurial success. Design/methodology/approach Based on a unique sample of 202 female entrepreneurs in 30 provinces throughout Japan, this paper grounded social cognitive theory and attempted to clear the relation between women’s entrepreneurial self-efficacy and venture performance empirically by statistical analysis. Findings The findings of structural equation modeling indicate that women’s entrepreneurial self-efficacy is a strong and useful mediator of the effect of informal institutional support on venture performance. Unexpectedly, formal institutional support shows no correlation with entrepreneurial self-efficacy. Practical implications This study proposes that perceived social legitimacy may lead to increased entrepreneurial self-efficacy, thereby enhancing venture performance. This finding can clarify the institutional force pathways to foster entrepreneurial confidence. Originality/value This study contributes to the field of female entrepreneurship by examining institutional antecedents of women’s entrepreneurial self-efficacy. Focused on the case of Japanese female entrepreneurs, this study is unique and valuable.

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