Personal attributes of expatriate managers, subordinate ethnocentrism, and expatriate success: a host-country perspective

Templer, Klaus J.

doi:10.1080/09585192.2010.500493

Cited by 78 publications

(76 citation statements)

References 50 publications

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“…Black, Mendenhall and Oddou (1991) describe expatriate adjustment as a multi-faceted phenomenon that includes work adjustment, interaction adjustment, and general adjustment dimensions. The ability of individuals to build and maintain relations (known as relational ability) helps expatriates to deal with culture shock, and acts as a resource for obtaining relevant information about the social norms and business culture of the host country (Templer, 2010).…”

Section: Expatriate Relational Abilitymentioning

confidence: 99%

Interpersonal relations in China: Expatriates’ perspective on the development and use of guanxi

Guo

Rammal

Benson

et al. 2018

International Business Review

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The literature on social networks identifies relationship building through guanxi as an effective way for Western organizations to reduce their liability of foreignness in China. Even though it is individuals rather than organizations who build these relationships, the focus in previous literature has been on organizational outcomes, and only a handful of studies have attempted to explain how expatriates perceive guanxi-relations are built and maintained. To help address this issue, we conducted in-depth, semi-structured interviews with 36 Western expatriates working in China. Our findings suggest that guanxi is perceived to be an informal process that is used to build trust between individuals, which in turn can reduce the uncertainty around contract enforcement in China. We also find that the process for building guanxi between parties is initiated by the individual whose organization has less market-power. Finally, the findings suggest that firms should be cautious if they elect to use agents as intermediaries to help connect to, and build relations with buyers and sellers.

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Section: Expatriate Relational Abilitymentioning

confidence: 99%

Interpersonal relations in China: Expatriates’ perspective on the development and use of guanxi

Guo

Rammal

Benson

et al. 2018

International Business Review

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“…The majority of studies in the extant literature focus on MNCs' approach to expatriation; however, barring a few exceptions (e.g. Templer 2010;Mahajan 2011), local employees' perspectives on expatriate managers remain relatively underexplored. The paper seeks to explore host-country nationals' views of expatriation and expatriate managers in the context of MNCs in Jordan.…”

Section: Introductionmentioning

confidence: 99%

“…Mahajan (2011) notes the lack of literature that explores the reactions of host-country nationals to ethnocentric pay policies of MNCs. Templer (2010) highlights the importance of The International Journal of Human Resource Management examining expatriate managers' job knowledge, leadership skills and cultural openness and adaptability from the perspective of host-country national subordinates.…”

Section: Introductionmentioning

confidence: 99%

What locals want: Jordanian employees' views on expatriate managers

Syed

Hazboun

Murray

2013

The International Journal of Human Resource Management

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This paper sheds light on the expatriate -local relationship based on local employees' perspectives of expatriate managers. Drawing on a survey of local employees working in three Western multinational banks in Jordan, the study explores local employees' views on expatriate managers and their performance. The study reveals that local employees are generally indifferent to their manager's nationality as long as the manager has the capability to drive the subsidiary forward. However, one key concern of locals is the ability of expatriates to adapt to the local culture and business environment. The study also points towards a significant gap between the formal rationale for expatriation by multinational companies and what local employees perceive as real reasons behind expatriation.

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“…They further argue that expatriates who successfully handle their conflicts with the host country workforce are more likely to experience smooth adjustment at their workplace. Templer (2010) highlighted that global business expansion requires more expatriates for international assignments which forces HRD professionals to effectively manage and better understand expatriate performance.…”

Section: Expatriates Adjustmentmentioning

confidence: 99%

“…Researchers have been focusing on expatriate performance and adjustment (Paik et al, 2007;Mezias and Scandura, 2005) to help MNC's perform better in the international market. Templer (2010) argued that due to global business expansion and competition, there is a need to better understand the performance of international assignees. Therefore, MNC has allocated more resources and attention to manage expatriates performance and researchers have also been investigating those factors that affect such performance.…”

Section: Introductionmentioning

confidence: 99%

Expatriate Job Performance and Adjustment: Role of Individual and Organizational Factors

Bhatti¹

2012

JBM

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Abstract:The expatriate literature has highlighted many individual and organizational factors which effect expatriate job performance and adjustment but the role of some individual and organizational factors is still not clear and/or has been ignored by past researchers. For example, the role of direct and indirect support has not been well conceptualized in past studies. In addition, only a few studies have explained the importance of self-efficacy, cultural sensitivity and social networking in the related expatriate literature. Furthermore, the role of previous international experience has conflicting results in past research. The purpose of this paper is to provide a theoretical grounding and highlight the importance of those individual and organizational factors which have been ignored by past researchers. In this regard, researchers have reviewed journals/articles from different databases, books, and magazines. This paper proposes a comprehensive framework based on the gaps in the literature and suggests propositions. The proposed conceptual framework provides a theoretical grounding for individual and organizational factors that includes individual factors (self-efficacy, previous international experience, cultural sensitivity, and social network) and organizational factors (direct and indirect support). This paper suggests that expatriate adjustment (work, general, and interaction adjustment) mediates the relationship between individual factors (self-efficacy, previous international experience, cultural sensitivity, and social network), organizational factors (direct and indirect support), and expatriate job performance (rated by peer and supervisor). The proposed framework is developed based on past theoretical and empirical studies in order to cover the gap and contribute to the body of knowledge in the field of the literature. Based on the proposed framework, this paper invites researchers to empirically test the suggested propositions in order to further strengthen and develop understanding about individual and organizational factors as predictors of expatriate adjustment and job performance.

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Personal attributes of expatriate managers, subordinate ethnocentrism, and expatriate success: a host-country perspective

Cited by 78 publications

References 50 publications

Interpersonal relations in China: Expatriates’ perspective on the development and use of guanxi

Interpersonal relations in China: Expatriates’ perspective on the development and use of guanxi

What locals want: Jordanian employees' views on expatriate managers

Expatriate Job Performance and Adjustment: Role of Individual and Organizational Factors

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