When Does Cross-Cultural Motivation Enhance Expatriate Effectiveness? A Multilevel Investigation of the Moderating Roles of Subsidiary Support and Cultural Distance

Chen, Gilad; Kirkman, Bradley L.; Kim, Kwang-Hyun; Farh, Crystal I. C.; Tangirala, Subrahmaniam

doi:10.5465/amj.2010.54533217

Cited by 325 publications

(307 citation statements)

References 50 publications

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“…The behavioral facet of CQ describes these interpersonal skills and the ability to engage in high-quality social interactions in cross-cultural settings. An internationally experienced individual has the required resources to migrate, as previous experiences in the potential destination have provided the necessary information about the location (Chen, Kirkman, Kim, Farh, & Tangirala, 2010). Crowne (2008) shows that those who possess more accumulated international experience accumulated by visits to foreign countries for employment or education score higher in the cognitive facet of CQ.…”

Section: International Exposure and Cultural Intelligencementioning

confidence: 99%

“…The construct of CD has been applied to examine different aspects in the fields of expatriation as well as cultural intelligence, i.e. expatriate staffing (Colakoglu & Caligiuri, 2008), expatriate effectiveness (Chen et al, 2010), expatriate job satisfaction (Froese & Peltokorpi, 2013), and expatriate adjustment (Zhang, 2013). CD may influence the effect CQ has on the intention to work abroad.…”

Section: The Moderating Role Of Cultural Distancementioning

confidence: 99%

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Working in the “Global Village”: The Influence of Cultural Intelligence on the Intention to Work Abroad

Remhof

Gunkel

Schlaegel

2013

German Journal of Human Resource Management: Zeitschrift für Pe

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Working in the "global village": The influence of cultural intelligence on the intention to work abroad ** Firms' international activities require an early identification of potential employees with an intention to work abroad. Based on social cognitive theory the current study examines the influence of prior international exposure and cultural intelligence on the individual intention to work abroad. In particular, we examine the influence of language skills, international experience, and networks abroad on the intention to work abroad through cultural intelligence and the moderating role of cultural distance on this mediated relationship. Utilizing a sample of 518 German business students we show that networks abroad have a direct influence on the intention to work abroad, while cultural intelligence fully mediates the relationship between language skills as well as international experience and the intention to work abroad. Cultural distance moderates this mediation for two of the four cultural intelligence dimensions. Arbeiten im "globalen Dorf": Der Einfluss von kultureller Intelligenz auf die Absicht, im Ausland zu arbeiten Die internationalen Aktivitäten von Unternehmen erfordern eine frühe Identifikation von Mitarbeitern für potentielle Auslandseinsätze. Basierend auf der sozialkognitiven Theorie untersuchen wir den Effekt des vorherigen internationalen Einflusses sowie der kulturellen Intelligenz auf die individuelle Intention, eine Position im Ausland anzunehmen. Insbesondere betrachten wir den Einfluss von Fremdsprachenkenntnissen, vorheriger Auslandserfahrung und des bestehenden Auslandsnetzwerkes auf die Intention, im Ausland zu arbeiten und die moderierende Funktion der kulturellen Distanz auf die mediierende Wirkung der kulturellen Intelligenz auf diese Beziehung. Auf der Grundlage einer Stichprobe von 518 deutschen Studenten der Wirtschaftswissenschaften zeigen die Ergebnisse, dass das Auslandsnetzwerk einen direkten Einfluss mediiert, während kulturelle Intelligenz den Effekt von Fremdsprachenkenntnissen und internationaler Erfahrung auf die Absicht, im Ausland zu arbeiten, mediiert. Die kulturelle Distanz moderiert diese Mediation für zwei der vier Dimensionen der kulturellen Intelligenz.

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Section: International Exposure and Cultural Intelligencementioning

confidence: 99%

Section: The Moderating Role Of Cultural Distancementioning

confidence: 99%

Working in the “Global Village”: The Influence of Cultural Intelligence on the Intention to Work Abroad

Remhof

Gunkel

Schlaegel

2013

German Journal of Human Resource Management: Zeitschrift für Pe

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“…The notion of perceptions of cultural distance (i.e., the extent to which two cultures are different) may also be relevant. Rather than examining country-level scores to generate cultural-distance measures (a process that assumes that everyone from a particular country has exactly the same cultural-value scores), Chen et al (2010) assessed perceptions of cultural distance (i.e., how each individual perceives the cultural distance between two countries) to more accurately capture the effects of such differences. Perceptions of how culturally different team members are, rather than objective country scores, will likely have a profound influence on team functioning and performance; therefore, these perceptual approaches should be explored further.…”

Section: Perceptions Of Virtuality and Cultural Differencesmentioning

confidence: 99%

Where Global and Virtual Meet: The Value of Examining the Intersection of These Elements in Twenty-First-Century Teams

Gibson

Huang

Kirkman

et al. 2014

Annu. Rev. Organ. Psychol. Organ. Behav.

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123

115

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We review prior research that has examined virtuality in teams (e.g., pertaining to the use of electronic media) or the global nature of teams (e.g., national and cultural differences), demonstrating that very few scholars have examined both simultaneously. Given that the global and virtual elements often coincide in the same team, this is a critical gap in research, particularly because these two features may interact in important ways, amplifying or mitigating the effects of each other. After elaborating on potential interactions, we set forth future research directions, which incorporate both global and virtual elements of teams and in doing so, better address the complexity of working in these increasingly common collaborative forms.

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“…Such researches suggest that there are many reasons for employees' different attitudes towards work, including cultural, economic, and other reasons [4].…”

Section: The Significance Of Working For Cross-cultural Employeesmentioning

confidence: 99%

Cross-Cultural Employee Motivation in International Companies

Zhao¹,

Pan²

2017

JHRSS

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Nowadays, more and more employees come from different countries and regions in international companies and how to effectively motivate these employees becomes a very important issue. This study combines a lot of existing research results with the actual business operation situations. For cross-cultural employees, elaborating on influencing factors and mechanism design of the motivation in detail from significance of work, hierarchy of needs, and dichotomy of internal and external factors as well as the reward and punishment mechanism. It finds that the most fitting motivation methods are different for employees under different cultural backgrounds and provides some references and suggestions for cross-cultural human resource management in international companies.

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When Does Cross-Cultural Motivation Enhance Expatriate Effectiveness? A Multilevel Investigation of the Moderating Roles of Subsidiary Support and Cultural Distance

Cited by 325 publications

References 50 publications

Working in the “Global Village”: The Influence of Cultural Intelligence on the Intention to Work Abroad

Working in the “Global Village”: The Influence of Cultural Intelligence on the Intention to Work Abroad

Where Global and Virtual Meet: The Value of Examining the Intersection of These Elements in Twenty-First-Century Teams

Cross-Cultural Employee Motivation in International Companies

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