Perceived organizational support and expatriate performance: understanding a mediated model

Kawai, Norifumi; Strange, Roger

doi:10.1080/09585192.2014.884615

Cited by 52 publications

(56 citation statements)

References 64 publications

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“…Finally, we tested the relationship between adjustment and job performance, with all three aspects of adjustment being significantly associated with all the items of job performance (Table ). The result provided support for those who assume that adjustment precedes expatriates' job performance, though there might be some mediators such as commitment (Kawai and Strange ; Mol, Born and van der Molen ) or motivation, as we touched upon earlier.…”

Section: Resultssupporting

confidence: 55%

“…; Belderbos and Heijltjes ; Furuya et al. ; Itagaki ; Kawai and Strange ; Yoshihara ), and addresses the key issues of adjustment and performance.…”

Section: Limitationsmentioning

confidence: 99%

“…; Belderbos and Heijltjes ; Furuya et al. ; Itagaki ; Kawai and Strange ; Yoshihara ). Japanese MNCs tend to use more parent‐country nationals in international transfers than do western MNCs (Harzing ; Tung ; Widmier, Brouthers and Beamish ) and their expatriates tend to stay longer in the subsidiary than expatriates from other countries (Furuya et al.…”

mentioning

confidence: 99%

“…Any failure of expatriation will bring a substantial loss, directly or indirectly, to the organization (Black et al. ; Copeland and Griggs ; Tungli and Peiperl ) and this must be especially true for Japanese MNCs, which are, compared with their western (North American and European) counterparts, heavily dependent on expatriates for managing foreign subsidiaries (Kawai and Strange ).…”

mentioning

confidence: 99%

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IHRMand expatriation inJapaneseMNCs:HRMpractices and their impact on adjustment and job performance

Furusawa

Brewster

2016

Asia Pac J Human Res

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Studies of international human resource management (IHRM) have pointed out that Japanese multinational companies (MNCs) tend to use more parent‐country nationals (PCNs) than do western MNCs. The ethnocentric staffing policies imply that the management of expatriation has a greater influence on the success of Japanese MNCs. We use survey data from 149 Japanese repatriates to examine the relationship between IHRM practices – selection, preparation and corporate support – and expatriate adjustment and job performance, as well as identify differences by the location of assignment. We find that selection criteria, language ability and familiarity with local cultures are positively related to work adjustment, and that leadership and relational abilities are slightly associated with job performance though there were no significant relationships between considerations for family situations and adjustment or job performance. The results also reveal that HRM practices while abroad, in particular the interactive exchange of information between expatriates and the headquarters, have a significant influence. Pre‐departure preparation programs are not related to the dependent variables. The data also suggests that living and working in China is a particular problem for Japanese expatriates.

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Section: Resultssupporting

confidence: 55%

“…; Belderbos and Heijltjes ; Furuya et al. ; Itagaki ; Kawai and Strange ; Yoshihara ), and addresses the key issues of adjustment and performance.…”

Section: Limitationsmentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

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IHRMand expatriation inJapaneseMNCs:HRMpractices and their impact on adjustment and job performance

Furusawa

Brewster

2016

Asia Pac J Human Res

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“…Thus, in addition to manufacturing, Japanese MNCs are increasingly pressured to relocate core technical and managerial functions abroad (Asakawa and Westney, 2013). Considering the objective of local adaptation, Japanese MNCs need to increasingly recruit highly qualified local personnel (Kawai and Strange, 2014).…”

Section: Changing Business Environment Surrounding Japanese Mncsmentioning

confidence: 99%

International human resource management of Japanese multinational corporations: Challenges and future directions

2016

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Japanese multinational corporations (MNCs) enjoyed global success until the early 1990s, but recent trends have presented many challenges, necessitating adaptations to international human resource management (IHRM) and other management practices. In reviewing recent changes in the IHRM of Japanese MNCs by focusing on 'internal internationalization' at headquarters and 'external internationalization' in foreign subsidiaries, we develop a framework that elucidates these processes through the characteristics of industries and Japanese MNCs. Moreover, we discuss future research avenues for a deeper understanding of Japanese IHRM and generating new knowledge in the IHRM field.

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Perceived risk and sensitivity and their influence on expatriate performance during the COVID‐19 pandemic

et al. 2022

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The COVID 19 pandemic has changed the way that global businesses function, and has been the driving force behind a reevaluation of the factors that influence expatriate performance. This study empirically examines the mediating effects of perceived risk and sensitivity in the relationship between self-initiated expatriates support mechanisms (perceived organizational support and host-country national support) and expatriate performance during the COVID-19 pandemic.The data from 114 expatriates working and residing in Malaysia between March 27 and May 14, 2020 was analyzed using structural equation modelling. The results from the study indicate that host country national support significantly influences expatriate performance indirectly through expatriate engagement, while perceived risk and sensitivity moderate the relationship between perceived organizational support and host country national support through expatriate engagement. The integration of factors that influence work performance during a pandemic, such as perceived risk and sensitivity, leads to a more concise view of expatriation. Organizations need to be more prepared in terms of risk induced scenarios, and propose suitable intervention programs to mitigate the potential negative outcomes due to a pandemic.

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Perceived organizational support and expatriate performance: understanding a mediated model

Cited by 52 publications

References 64 publications

IHRMand expatriation inJapaneseMNCs:HRMpractices and their impact on adjustment and job performance

IHRMand expatriation inJapaneseMNCs:HRMpractices and their impact on adjustment and job performance

International human resource management of Japanese multinational corporations: Challenges and future directions

Perceived risk and sensitivity and their influence on expatriate performance during the COVID‐19 pandemic

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