17Embedding the Expatriate Manager

2018 ◽  
pp. 17-81
Author(s):  
Anna Spiegel
Keyword(s):  
Expatriate Manager

An Expatriate’s First 100 Days: What Went Wrong?

2017 ◽  
Vol 3 (4) ◽  
pp. 309-319
Author(s):  
Laura Paglis Dwyer
Keyword(s):  
Subject Area ◽  
Wide Scope ◽  
Employee Behavior ◽  
National Cultures ◽  
Specific Subject ◽  
International Differences ◽  
Work Related ◽  
Expatriate Manager ◽  
Management Students ◽  
Survey Courses

Instructors teaching undergraduate survey courses in management are faced with a dilemma: How to balance the wide scope of such a course with the desire to cover each topic in sufficient depth to make the material meaningful and useful. The specific subject area in focus here is international differences in work-related values. This exercise addresses two critical takeaways for management students getting a “first look” at this complex topic: (1) How do values differences between national cultures influence employee behavior? (2) How might observed differences in behavior lead to misperceptions and problems for an expatriate manager?

The Female Expatriate Manager Experience

1994 ◽  
Vol 24 (3) ◽  
pp. 64-85 ◽  
Author(s):  
R.I. Westwood ◽  
S.M. Leung
Keyword(s):  
Expatriate Manager

Influence of Informal Relationships on Expatriate Career Performance in China: The Moderating Role of Cultural Intelligence

2020 ◽  
Vol 16 (3) ◽  
pp. 569-593 ◽  
Author(s):  
Shuang Ren ◽  
Doren Chadee ◽  
Alfred Presbitero
Keyword(s):  
Cultural Intelligence ◽  
Social Capital Theory ◽  
Capital Theory ◽  
Source Data ◽  
Intelligence Theory ◽  
Expatriate Manager ◽  
Career Performance ◽  
Expatriate Managers ◽  
Moderating Role

ABSTRACTPursuing an international career in China can be risky particularly when there is a lack of informal relationships and knowledge of the socio-cultural environment of the country. Drawing from social capital theory of career success and intelligence theory, this study investigates the influence of expatriate manager-local subordinate guanxi on expatriate managers’ career performance and the contingency role of cultural intelligence. Using multi-source data from a sample (N = 154) of expatriate managers in China, our results show that expatriate manager-local subordinate guanxi positively influences expatriate career performance, and that this relationship is positively moderated by expatriates’ cultural intelligence. The broader theoretical and practical implications of the findings for international careers are fully discussed.

Cross‐cultural conflict and expatriate manager adjustment

2004 ◽  
Vol 42 (7) ◽  
pp. 837-849 ◽  
Author(s):  
Avan Jassawalla ◽  
Ciara Truglia ◽  
Jennifer Garvey
Keyword(s):  
Cross Cultural ◽  
Cultural Conflict ◽  
Expatriate Manager

Cultural intelligence as a predictor of expatriate managers turnover intention and creative self-efficacy

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hanan AlMazrouei ◽  
Robert Zacca
Keyword(s):  
Job Satisfaction ◽  
Turnover Intention ◽  
Self Efficacy ◽  
Cultural Intelligence ◽  
Content Type ◽  
National Organizations ◽  
Expatriate Manager ◽  
Expatriate Managers ◽  
Creative Self ◽  
The Relationship

Purpose The purpose of the study is to investigate the relationship between cultural intelligence (CQ) and job satisfaction and its effect on creative self-efficacy and turnover intention within the expatriate manager community of the UAE. Design/methodology/approach The study proposes a theoretical model that was tested using a survey instrument administered to expatriate managers working in multi-national organizations in Dubai’s Jabal Ali Free Trade Zone. Findings The results show that job satisfaction fully mediates the relationship between CQ and turnover intention. Furthermore, the results indicate that job satisfaction partially mediates the relationship between CQ and creative self-efficacy. Originality/value The study contributions to the literature on international business by examining how expatriate manager’s job satisfaction is affected by CQ and its effect on turnover intention and creative self-efficacy within the expatriate manager context, which is seldom investigated.

Commentary. Expatriate manager development

2001 ◽  
Vol 40 (10) ◽  
pp. 6-8
Author(s):  
Samuel L. Elkins
Keyword(s):  
Expatriate Manager ◽  
Manager Development
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