Enhancing Cross-Cultural Training Efficacy on Expatriate Adjustment through Emotional Intelligence and Social Capital

Susanto, Ely; Rostiani, Rokhima

doi:10.22146/gamaijb.5440

Cited by 7 publications

(5 citation statements)

References 65 publications

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“…Therefore, Lin et al, (2012) aptly suggest that appropriate emotional expression holds the key to reducing psychological stress and adjustment problems. An expatriate's EI would help them to recall cross-cultural knowledge stored in their memory (Susanto and Rostiani, 2012), appropriately express their emotions, simultaneously monitor them possibly avoiding misunderstandings and conflicts (Lin et al, 2012), thus enabling him/her to face challenging situations more effectively (Arvil & Magnini, 2007;Jordan et al, 2002). Furthermore, utilization of emotions is believed to motivate expatriates to be persistent and avoid stereotyping when making judgement about the host country environment, which is culturally less familiar (Koveshnikov et al, 2014).…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

Emotional intelligence and British expatriates’ cross-cultural adjustment in international construction projects

Konanahalli

Oyedele

2016

Construction Management and Economics

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Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

Emotional intelligence and British expatriates’ cross-cultural adjustment in international construction projects

Konanahalli

Oyedele

2016

Construction Management and Economics

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“…One of the reasons cited for the premature return was a lack of cross-cultural training (CCT). Although studies have examined CCT and expatriates’ adjustment (Black and Mendenhall, 1990; Deshpande and Viswesvaran, 1992; El Mansour and Wood, 2010; Qin and Baruch, 2010; Selmer, 2005, 2010; Susanto and Rostiani, 2012; Waxin and Panaccio, 2005; Tung, 1981, 1982; Zakaria, 2000), very few of these studies have been conducted in Africa in general or Nigeria in particular. Since there are so little studies in this region, there is a knowledge gap in this area.…”

Section: Introductionmentioning

confidence: 99%

The effect of cross-cultural training on expatriates’ adjustment

Okpara

Kabongo

2017

JMD

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Purpose One of the most important issues multinational corporations (MNCs) face in their global operations is expatriate failure. It is estimated that between 10 and 80 percent of expatriates sent on overseas assignments return home early. The purpose of this paper is to investigate the impact of cross-cultural training (CCT) on different facets of expatriate managers’ adjustment in Nigeria. Design/methodology/approach A sample of 212 western expatriate managers working in Nigeria was surveyed. Respondents were selected from four cities where they had been working for at least one year. Findings The main finding of this study was that expatriates’ adjustment could be predicted from different types of CCT. The findings of this research confirm the view expressed by researchers over the last two decades that both conventional and specific experimental CCT have positive effect on the facets of cross-cultural adjustment. Research limitations/implications Given that the authors did not collect their data over time, the cross-sectional nature of the design limits them from making definitive causal statements. In the future, more resources and efforts could be applied to safeguard larger samples of respondents, thus potentially resulting in better statistical power. A longitudinal approach could be used; such an approach may have generated a richer data source, where different patterns of adjustment could have been identified and compared over time. Data for the study were collected through questionnaire, thus any observed relations might be due in part to common method effects. Since the data were collected from four cities, there may be some concern as to the generalizability of the findings to expatriates working in other cities in Nigeria. Practical implications MNCs should pay more attention to CCT and management development. Ineffective CCT and management development have an adverse impact on MNCs’ effectiveness. Developing CCT programs could add value to corporations and employees especially employees who are destined for foreign assignments. In addition, developing CCT for expatriates’ spouses and children would facilitate adjustment process and may reduce failure rate. Originality/value Once corroborated by further studies, this exploratory research may contribute to the understanding of the adjustment of western expatriates in Nigeria. Few, if any, prior studies, have examined CCT and expatriate adjustment in Nigeria.

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“…Previous studies (Susanto and Rostiani, 2012) indicate that family is a fundamental factor for expatriates’ success during international assignments. Neither the children nor the spouses received any CCT in the present study.…”

Section: Discussionmentioning

confidence: 99%

Cross-cultural training: a study of European expatriates in New Zealand

Tahir

2021

EJTD

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Purpose The purpose of this study is to investigate the cross-cultural training (CCT) provided to European expatriate executives in New Zealand, and consequently add to the knowledge for human resource management in the Australasian region. Design/methodology/approach The present qualitative research study is based on open-ended and in-depth interviews with 30 European expatriate executives who had been residing in New Zealand for the past year or more. Findings The results indicate that at least some CCT was provided to all interviewees; however, the training content seemed to be strongly centered around professional work, with little focus on the culture of the host country. Moreover, there was no follow-up to the pre-departure CCT and very few expatriates in the sample received any training in New Zealand. Similarly, the family is considered a fundamental factor for the success of expatriates; however, in the sample, neither spouses nor children received any training before or after their arrival in New Zealand. Research limitations/implications The research is limited by the sample small size. The study’s inconclusive highlights the need for further research to explore the influences of local residents, colleagues and neighbors on expatriates’ adjustment. Similarly, further studies are also required to ascertain the effectiveness of CCT in helping support expatriates’ performance and adjustment in New Zealand. Practical implications The present study suggests that opportunities do exist for multinational companies (MNCs) to better prepare their expatriates for assignments by integrating more effectively issues related to cultural awareness into their CCT. Specifically, experimental CCT methods that emphasize the host country’s culture are most valuable. The CCT technique should be tailored to the cultural distance between the host nation and expatriates’ country of origin and to the nature of their assignment. Originality/value Given the existence of many MNCs in New Zealand, it is surprising that the issue of CCT in this context has received little research attention. The current study endeavors to address this gap. This paper hopes that the findings may also be useful for consultants and human resource managers in MNCs who are involved in preparing expatriates for foreign assignments in Australasia, especially New Zealand.

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Enhancing Cross-Cultural Training Efficacy on Expatriate Adjustment through Emotional Intelligence and Social Capital

Cited by 7 publications

References 65 publications

Emotional intelligence and British expatriates’ cross-cultural adjustment in international construction projects

Emotional intelligence and British expatriates’ cross-cultural adjustment in international construction projects

The effect of cross-cultural training on expatriates’ adjustment

Cross-cultural training: a study of European expatriates in New Zealand

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