An experimental study of the acceptance of a foreign newcomer into a workgroup

Joardar, Arpita; Kostova, Tatiana; Ravlin, Elizabeth C.

doi:10.1016/j.intman.2007.02.002

Cited by 47 publications

(36 citation statements)

References 52 publications

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“…To test the hypotheses empirically, we designed a scenario-based experiment, a method that has proven useful for studying response strategies (Lee and Jablin, 1992;Rusbult et al, 1988;Tjemkes and Furrer, 2010) and international management decisions (Joardar et al, 2007). Furthermore, with an experiment, we can examine causal relationships between predictors and outcomes in controlled conditions (i.e., reduce impact of confounding effects), which makes this method particularly suitable for disentangling direct and moderating effects (Bateman and Zeithaml 1989;Croson et al, 2007).…”

Section: Methodsmentioning

confidence: 99%

“…We use a scenario-based experimental design and business students to test our hypotheses for several reasons: Given the broad variety of ISAs that exists, both in terms of types and governance forms, an experimental design allows us to control for extraneous factors and confounding effects (Croson et al, 2007;Joardar et al, 2007). In addition, as our hypotheses pertain to fundamental processes concerned with basic and relative stable characteristics of human nature (Bello et al, 2009), which are not specific to ISAs but to more general interpersonal relationships, business students who represent future managers are a pertinent population to study response strategies in a strategic alliance context.…”

Section: Introductionmentioning

confidence: 99%

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Response strategies in an international strategic alliance experimental context: Cross-country differences

Tjemkes¹,

Furrer

Adolfs³

et al. 2012

Journal of International Management

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International strategic alliances have grown increasingly popular in recent decades, yet their failure rate is extremely high. Poor management of adverse situations contributes significantly to such high failure rates. Moreover, the international environments in which international strategic alliances operate exacerbate the adverse situations and make their management more critical.However, extant research does not specify how people from different national cultures respond to these adverse situations. In order to better understand cross-national differences, this study investigates future managers' preferences for specific response strategies in an international strategic alliance experimental context. Using a scenario-based experiment with 1,379 business students in five countries-Japan, the Netherlands, Switzerland, Turkey, and the United Kingdom-the authors assess whether preferences for seven response strategies-exit, opportunism, aggressive voice, creative voice, considerate voice, patience, and neglect-vary across countries. The results indicate that national culture, both directly and interactively through relationship-level exchange variables that characterize the adversity of the situation, influences response strategy preference. This study advances literature on response strategies by explaining that when faced with the same adverse situation, future managers from different countries likely prefer different response strategies, depending on which response strategies they believe are most adequate in their cultural environment.

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Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Response strategies in an international strategic alliance experimental context: Cross-country differences

Tjemkes¹,

Furrer

Adolfs³

et al. 2012

Journal of International Management

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“…This results from their unfamiliarity with local norms and routines that are crucial for gaining legitimacy (Joardar, Kostova, & Ravlin, 2007;Matsuo, 2000). The need for foreign actors to develop familiarity with the local environment is supported by acculturation theory that predicts the criticality of the acculturating experience for foreign actors' success (Berry, 2003;Li, Yang, & Yue, 2007).…”

Section: Liabilities-of-foreignness and Immigrant Status Theoretical mentioning

confidence: 99%

Liability-of-foreignness effects on job success of immigrant job seekers

Fang

Samnani

Novičević

et al. 2013

Journal of World Business

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. www.econstor.eu The Institute for the Study of Labor (IZA) in Bonn is a local and virtual international research center and a place of communication between science, politics and business. IZA is an independent nonprofit organization supported by Deutsche Post Foundation. The center is associated with the University of Bonn and offers a stimulating research environment through its international network, workshops and conferences, data service, project support, research visits and doctoral program. IZA engages in (i) original and internationally competitive research in all fields of labor economics, (ii) development of policy concepts, and (iii) dissemination of research results and concepts to the interested public. Terms of use: Documents in D I S C U S S I O N P A P E R S E R I E SIZA Discussion Papers often represent preliminary work and are circulated to encourage discussion. Citation of such a paper should account for its provisional character. A revised version may be available directly from the author. We examined the liability-of-foreignness (LOF) hypothesis for immigrant and native job seekers by analyzing a national dataset that tracks their use of job-search methods and their associated job outcomes in the Canadian labor market. To our knowledge this is the first empirical test of LOF at the individual-level while controlling for variables at multiple levels. We found support for LOF when job applicants used the rich media job-search methods of social networks and recruitment agencies, but not when they used the lean media of newspaper ads and the internet. Study limitations, implications, and future research are discussed.JEL Classification: J15, J71, J78

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“…Nationality is an obvious characteristic that causes subgroup identities and categorization. In congruence with social identity theory, host country nationals are more likely to demonstrate negative behaviors toward those assigned to their out-group and remain reluctant to work or foster the relationships with them, having a detrimental effect on their MNC [ Joardar et al 2007;Varma et al 2006]. As a result, foreigners' COO may pose a stereotyping hazard [Fang et al 2013].…”

Section: Literature Reviewmentioning

confidence: 95%

“…Noorderhaven and Harzing 2003;Ferner et al 2001;Almond 2011]. The second, a recently emerging stream of the research, with some works directly stemming from the LOF studies, deals with the COO effect on the acceptance of foreign affiliates [Moeller et al 2013] or foreigners by a host environment [Harvey et al 2000;Harvey et al 2005;Coates and Carr 2005;Joardar et al 2007;Fang et al 2013]. The latter stream offers understanding of the COO effect that is useful with regard to the aim of the paper since it looks at the COO effect as a specific predisposition to a given country, which results in a positive or negative attitude toward organizations and citizens from that state.…”

Section: Literature Reviewmentioning

confidence: 99%

Does Country of Origin Matter whilst Evaluating Candidates for Managerial Positions?

Rozkwitalska¹,

Magier-Łakomy²

2015

Journal of Intercultural Management

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A growing number of foreign country nationals in economies worldwide challenges academics to raise a question whether one's country of origin (COO) matters when selecting candidates for managerial positions. Thus the aim of this paper is to analyze the COO effect on the evaluation of managerial competence of a foreign individual. The analysis includes both the literature review and the empirical findings from the authors' pilot research. A focus group interview is the method that was applied in the study. The analysis contributes to the nascent streams in international business and cross-cultural management research that concern the COO effect and the liability of foreignness (LOF) that refers to foreign newcomers (i.e. immigrants, ex/inpatriaties). It also adds some practical implications for the International Human Resource Management literature with that respect. The empirical findings suggest that COO is apparent when managerial skills are evaluated by locals.

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An experimental study of the acceptance of a foreign newcomer into a workgroup

Cited by 47 publications

References 52 publications

Response strategies in an international strategic alliance experimental context: Cross-country differences

Response strategies in an international strategic alliance experimental context: Cross-country differences

Liability-of-foreignness effects on job success of immigrant job seekers

Does Country of Origin Matter whilst Evaluating Candidates for Managerial Positions?

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