When Selection Ratios Are High: Predicting the Expatriation Willingness of Prospective Domestic Entry-Level Job Applicants

Mol, Stefan T.; Born, Marise Ph.; Willemsen, Madde E.; Molen, Henk T. van der; Derous, Eva

doi:10.1080/08959280802540437

Cited by 43 publications

(92 citation statements)

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“…Due to high rates of refusal by managers to relocate overseas, internationally active firms need global human resource managers to develop a means to identify, motivate, and retain potential candidates for international assignments (Harvey, Napier, & Moeller, 2011). The selection of expatriates is made more challenging by the difficulty of identifying expatriate candidates' intention to work abroad (Mol et al, 2009). Prior research suggests that the career benefits of foreign assignments are mixed (Stahl, Miller, & Tung, 2002), which may contribute to low levels of intention to accept a foreign assignment.…”

Section: Introductionmentioning

confidence: 99%

“…The unwillingness to accept an expatriate position, along with the potential employee's perception that the potential employer is seeking to hire and promote such individuals, may motivate a candidate to only pretend to be interested in expatriation. Consequently, firms would highly benefit from the ability to predict applicants' intention to work abroad (Mol et al, 2009). The ability to predict a potential candidate's intention to live and work abroad would likely lead to the selection of individuals who have higher willingness to work abroad, ultimately increasing the chances for assignment success.…”

Section: Introductionmentioning

confidence: 99%

“…Recently, researchers have begun to incorporate the concept of intention and resulting intentional behavior in the expatriation research field by examining the factors that determine individual willingness and intention to expatriate (e.g., Borstorff, Harris, Field, & Giles, 1997;Hippler, 2009;Konopaske, Robie, & Ivancevich, 2009). While the majority of these studies investigated actual employees, only a very limited number of studies examined potential candidates for expatriation assignments before they actually started working for a corporation, such as students in their final year (e.g., Froese, Jommersbach, & Klautzsch, 2013;Lowe, Downes, & Koeck, 1999;Mol et al, 2009).…”

Section: Introductionmentioning

confidence: 99%

“…In order to be able to identify and select potential expatriates, organizations need to better understand the motivational processes that lead to the intention to work abroad (Mol, Born, Willemsen, Van der Molen, & Derous, 2009). Due to high rates of refusal by managers to relocate overseas, internationally active firms need global human resource managers to develop a means to identify, motivate, and retain potential candidates for international assignments (Harvey, Napier, & Moeller, 2011).…”

Section: Introductionmentioning

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: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

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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“…Parallel to HR practitioners, researchers have also been trying to investigate the predictors of expatriate adjustment, and job performance, but unfortunately some of the individual and organizational factors as predictors to expatriate adjustment and job performance have been ignored by past researchers. Even though some researchers have attempted to conceptualize the relationship between individual factors, past studies still lack clear direction for such relationships (Cheng & Lin, 2009;Mol et al, 2009). In this regard, Andreason (2003) pointed out that past research has ignored the topic of direct and indirect support and its influence on expatriate adjustment.…”

Section: Conclusion and Future Research Directionsmentioning

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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Expatriate

Mol

2015

Wiley Encyclopedia of Management

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Expatriates are employees who take on a temporary work assignment in a foreign country for their organizations. After defining the term expatriate, this entry chronologically describes and critically discusses the various phases of the expatriate life cycle, starting with recruitment and selection, before continuing with predeparture/on‐assignment training, expatriate success, compensation, serial expatriation, and repatriation. In addition to discussing the managerial implications of each of the phases of the expatriate life cycle, this entry also critically considers the research implications of investigating a group of employees who may have nothing in common other than the fact that they have been sent by their organizations to a country other than their own.

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When Selection Ratios Are High: Predicting the Expatriation Willingness of Prospective Domestic Entry-Level Job Applicants

Cited by 43 publications

References 43 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

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

Expatriate

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