When learning is not enough: A process model of expatriate adjustment as cultural cognitive dissonance reduction
AbstractAlthough considerable organizational research exists on the topic of expatriate adjustment and early departure, little has focused on the actual psychological processes causing change in adjustment outcomes. Specifically, researchers have not focused on cognitive dissonance that arises from adopting or condoning culturally expected behaviors that are inconsistent with the expatriate's own values or attitudes. We propose that dissonance experiences and the methods used for dissonance reduction influence expatriates' adjustment outcomes and, in turn, their tendency for early departure. We further specify key situational and individual difference constructs that regulate these causal relationships. Along with a greater understanding of cross-cultural adjustment, the current model suggests new directions for expatriate research and management.
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Bibliographic InfoArticle provided by Elsevier in its journal Organizational Behavior and Human Decision Processes.
Volume (Year): 108 (2009)
Issue (Month): 1 (January)
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Web page: http://www.elsevier.com/locate/obhdp
Expatriate management Expatriate adjustment Expatriate withdrawal Cognitive dissonance Cross-cultural adjustment process;
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