Expatriate adjustment and effectiveness: The mediating role of managerial practices
The purpose of this study was to examine the mediating effects of relations-oriented managerial behaviors on the relationship between two modes of expatriate adjustment--role innovation and personal change--and contextual performance. Using data from 194 expatriates and 505 of their subordinates, we found evidence of full mediation for the role innovation-performance relationship. For ratings of expatriate effectiveness, recognizing and team building behaviors appear to fully mediate the role innovation-performance relationship. For ratings of supervisor satisfaction, inspiring, supporting, and team building appear to fully mediate the role innovation-performance relationship. No significant results were found for the personal change-performance relationship. The results provide insights for extending current models of the expatriate adjustment process, and understanding the means by which expatriates fulfill their responsibilities.
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Volume (Year): 15 (2009)
Issue (Month): 4 (December)
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References listed on IDEAS
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- J Stewart Black, 1988. "Work Role Transitions: A Study of American Expatriate Managers in Japan," Journal of International Business Studies, Palgrave Macmillan, vol. 19(2), pages 277-294, June.
- Thomas, David C. & Toyne, Brian, 1995. "Subordinates' responses to cultural adaptation by Japanese expatriate managers," Journal of Business Research, Elsevier, vol. 32(1), pages 1-10, January.
- Jeffrey P Shay & Sally A Baack, 2004. "Expatriate assignment, adjustment and effectiveness: an empirical examination of the big picture," Journal of International Business Studies, Palgrave Macmillan, vol. 35(3), pages 216-232, May.
- Hal B Gregersen & Julie M Hite & J Stewart Black, 1996. "Expatriate Performance Appraisal in U.S. Multinational Firms," Journal of International Business Studies, Palgrave Macmillan, vol. 27(4), pages 711-738, December.
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