"Trust Building with Chinese Host Country Nationals – Competence, Affect, and Cultural Intelligence"

2015 ◽  
Vol 2015 (1) ◽  
pp. 11563
Author(s):  
Fenny Ang ◽  
Hwee-Hoon Tan
Keyword(s):  
Host Country ◽  
Cultural Intelligence ◽  
Trust Building ◽  
Host Country Nationals

scholarly journals Trust building with Chinese host country nationals

2016 ◽  
Vol 4 (1) ◽  
pp. 44-67 ◽  
Author(s):  
Fenny Ang ◽  
Hwee Hoon Tan
Keyword(s):  
Host Country ◽  
Cultural Intelligence ◽  
Qualitative Data ◽  
Theory And Practice ◽  
Trust Building ◽  
Content Type ◽  
Host Country Nationals ◽  
Building Process ◽  
Expatriate Managers ◽  
Do So

Purpose – Integrating the literature on trust building and cultural intelligence, the purpose of this paper is to understand how expatriate managers build trust with their host country nationals (HCNs) in China. Design/methodology/approach – Qualitative data collected via extensive interviews with 12 expatriate managers and 34 HCNs from seven multinational companies in Shanghai. Findings – The authors find that expatriate managers and HCN managers build trust via competence/ability at the onset. The trust relationship becomes stronger over time with the development of affect-based trust via cultural intelligence of the expatriate managers. Research limitations/implications – Implications for theory and practice following the results are discussed. Originality/value – This study used the cultural intelligence perspective to understand the trust building process. In addition this study interviewed both sides to the trust dyad; the expatriate manager and the HCN manager. Hence, it provides perspectives from both sides of the trust building process, one of the first studies to do so.

scholarly journals Predictors of knowledge transfer between expatriates and host country nationals

2019 ◽  
Vol 29 (2) ◽  
pp. 199-215
Author(s):  
Nurul Afiqah Zulkifly ◽  
Maimunah Ismail ◽  
Siti Raba’ah Hamzah
Keyword(s):  
Knowledge Transfer ◽  
Host Country ◽  
Cultural Intelligence ◽  
Shared Vision ◽  
Social Capital Theory ◽  
Feedback Seeking ◽  
Capital Theory ◽  
Content Type ◽  
Host Country Nationals ◽  
Seeking Behavior

Purpose The purpose of this paper is to investigate the influences of cultural intelligence, feedback-seeking behavior and shared vision as a mediator on bi-directional knowledge transfer involving expatriates and host country nationals (HCNs). Design/methodology/approach This paper integrates the signaling theory, the social capital theory and the anxiety and uncertainty theory in investigating the relationships between predictors and knowledge transfer in a bi-directional manner. The participants of the study were 125 expatriate-HCN pairs of MNCs and local organizations in the areas of Klang Valley, Malaysia. Findings Shared vision was found to significantly mediate the influences of cultural intelligence and feedback-seeking behavior on knowledge transfer as perceived by the respective respondents. Originality/value Co-existence between expatriates and HCNs leads to many organizational outcomes including knowledge transfer. This paper additionally provides theoretical and practical implications to human resource practices.

The categorization of expatriates and the support offered by host country nationals

2016 ◽  
Vol 4 (1) ◽  
pp. 18-43 ◽  
Author(s):  
Shirley C. Sonesh ◽  
Angelo S. DeNisi
Keyword(s):  
Host Country ◽  
Small Sample Size ◽  
Small Sample ◽  
Content Type ◽  
Host Country Nationals ◽  
Group Members ◽  
Expatriate Assignments ◽  
The Right ◽  
National Stereotypes

Purpose – Although several authors have suggested that host country nationals (HCNs) play an important role in the management of expatriates (e.g. Toh and DeNisi, 2003; Farh et al., 2010), research has also suggested that this relationship is not always good, and the flow of critical information to expatriates can be limited. This is especially true when HCNs categorize the expatriates as “out-group” members. The purpose of this paper is to examine potential determinants of categorization decisions as well as potential outcomes related to expatriate socialization. Design/methodology/approach – The paper employs a dyadic survey approach to determine the antecedents to expatriate categorization and HCN socialization behaviors from the perspective of both the expatriate and HCN. Findings – The results of survey data from 65 expatriate-HCN dyads indicated that expatriate ethnocentrism and the salience of the expatriates’ nationality were important predictors of categorization, but that categorization was related to only one dimension of socialization. However, affect was found to play a role in predicting socialization behaviors. Research limitations/implications – There is potential selection bias since expatriates chose HCNs as respondents, but results suggested this was not a serious problem. Other limitations include a relatively small sample size and the fact that a number of contextual issues such as national stereotypes and MNC strategy, are not controlled for. Practical implications – Implications of these findings for the successful management of expatriate assignments include sending over expatriates with the right relational skills, and those low in ethnocentrism, rather than just the right technical skills. Originality/value – The present study was one of the first to empirically test the potential role of categorization in the process of socialization.

scholarly journals Early global Trotters and their entrepreneurial employment practices

2016 ◽  
Vol 8 (3) ◽  
pp. 378-384 ◽  
Author(s):  
Qianqian Chai ◽  
Cherry Wun Mei Cheung ◽  
Caleb Kwong
Keyword(s):  
Host Country ◽  
Multinational Enterprises ◽  
Design Methodology ◽  
Wage Differential ◽  
Governance Structure ◽  
Employment Practices ◽  
Content Type ◽  
Blue Book ◽  
Host Country Nationals ◽  
Internal Context

Purpose Questions have often been asked of the ethicality of multinational enterprises (MNEs) with the conducts of many being classified as exploitative. This is particularly so the internal context, where MNEs are often reluctant to employ host country nationals at important positions and treat their host and parent countries employees differently. This study aims to examine whether the locals are really getting the raw end of the deal. Design/methodology/approach Utilising a unique record book that is available about the employment details of civil servants in Hong Kong known as the blue book, this study intends to examine whether first-moving multinational organisations treated their local employees in an ethical and reasonable manner, for the employees entering the service between 1845-1850. Findings The data suggests that, overall, host country nationals earn much less than not only the British but also those from third countries. Moreover, parent country nationals were placed at important officer and supervisory roles, as oppose to host country nationals at the bottom, forming a typically ethnocentric governance structure (Perlmutter, 1969). Furthermore, even divided by grade, the starting salary difference between host and parent country nationals remain considerable. However, the reason for this is complex, and the authors do not have a quick and precise answer as to whether there has been discrimination. Research limitations/implications The findings perhaps explain the dilemma faced by the early-movers because they tend to feel the strong need of adopting an ethnocentric approach, which can be extremely costly as a result of the large wage differential. A balance needs to be struck between this and utilising host country nationals, which might not necessarily possess all the essential qualities but might be cheaper. Originality/value This is the first study examining the employment practices of fast-moving MNEs.

Combining lifelines to thrive: a stage-based need fulfilment network of international assignees

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Prantika Ray ◽  
Sunil Kumar Maheshwari
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Host Country ◽  
Design Methodology ◽  
International Assignment ◽  
Content Type ◽  
Host Country Nationals ◽  
Developmental Network ◽  
Mentoring Functions ◽  
Practical Implications

PurposeThe paper tries to understand the needs of the international assignees across the different stages of expatriation and how different developers in the professional and non-professional sphere render support and advice through these stages.Design/methodology/approachIn this paper, the authors have interviewed 20 expatriates of various nationalities and tried to understand the various needs of the expatriates across the three initial stages of an assignment.FindingsThe paper finds that four important mentors in an expatriation assignment play multiple need-based mentoring functions at various assignment stages: host country nationals (HCNs), parent country nationals, fellow expatriates and family.Research limitations/implicationsThis paper contributes to the literature on the need-based support rendered to expatriates during an international assignment. The paper, however, does not incorporate the perceptions of other vital stakeholders in the network and their intentions to contribute to the developmental network.Practical implicationsThis paper lays down important practical implications for expatriates and the human resource management (HRM) professionals. This paper urges the practitioners to take a nuanced approach for developing expatriates than a generalized mentoring programme.Originality/valueThis study highlights the changing needs of the international assignees across the stages of an international assignment and demonstrates the important intra-organizational and extra-organizational developers such as family members in the fulfilment of these needs.

Level of Control, Staffing Policy, and Training Needs for Overseas Units of Multinational Corporations: An Integrative Approach

2002 ◽  
Vol 3 (1) ◽  
pp. 105-122
Author(s):  
Hoon Park ◽  
Youngsun Paik ◽  
Cristina Suarez Duffy
Keyword(s):  
Multinational Corporations ◽  
Host Country ◽  
Integrative Model ◽  
Integrative Approach ◽  
Cultural Training ◽  
Functional Training ◽  
Training Requirements ◽  
Host Country Nationals ◽  
Foreign Operations ◽  
Expatriate Managers

This paper suggests an integrative model in which MNCs combine staffing policy with training requirements given the level of control over foreign operations. The main premise of the paper is that different levels of control need determine the type of personnel and the extent of training required for managing foreign operations. At the highest level of control need, expatriate managers are provided with extensive cultural training. Conversely, at the lowest level of control need, host country nationals are given minimal functional training. When the control needs are moderate, firms can select either expatriates or host country nationals. Since the costs incurred in extensive functional training for host country nationals are usually greater than those for expatriates who require only a minimal level of cultural training, MNCs tend to prefer expatriates to host country nationals.

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