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Perceptions of task cohesiveness and organizational support increase trust and information sharing between host country nationals and expatriate coworkers in Oman

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  • Toh, Soo Min
  • Srinivas, Ekkirala S.

Abstract

Information sharing between expatriate and host country national (HCN) employees is strategically significant. In a sample of Omani HCNs, we hypothesize and find that perceiving task cohesiveness is positively associated with HCNs’ willingness to share information with expatriates and that trust mediates this association. In addition, perceiving organizational support strengthens the relationship between expatriates’ task cohesiveness and HCNs’ trust, whereas interpersonal similarity has no influence. This research highlights important ways in which trust and information sharing may be encouraged, and that HCN–expatriate interpersonal similarity is less important to building trust when more diagnostic cues are available.

Suggested Citation

  • Toh, Soo Min & Srinivas, Ekkirala S., 2012. "Perceptions of task cohesiveness and organizational support increase trust and information sharing between host country nationals and expatriate coworkers in Oman," Journal of World Business, Elsevier, vol. 47(4), pages 696-705.
  • Handle: RePEc:eee:worbus:v:47:y:2012:i:4:p:696-705
    DOI: 10.1016/j.jwb.2011.09.003
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    References listed on IDEAS

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    1. Margaret A Shaffer & David A Harrison & K Matthew Gilley, 1999. "Dimensions, Determinants, and Differences in the Expatriate Adjustment Process," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 30(3), pages 557-581, September.
    2. Manuel Becerra, 2002. "Perceived Trustworthiness Within The Organization: The Moderating Impact Of Communication Frequency," Working Papers Economia wp02-05, Instituto de Empresa, Area of Economic Environment.
    3. Sea-Jin Chang & Arjen van Witteloostuijn & Lorraine Eden, 2010. "From the Editors: Common method variance in international business research," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 41(2), pages 178-184, February.
    4. Björkman, Ingmar & Schapp, Annette, 1994. "Outsiders in the Middle Kingdom: Expatriate managers in Chinese-Western joint ventures," European Management Journal, Elsevier, vol. 12(2), pages 147-153, June.
    5. Niels Noorderhaven & Anne-Wil Harzing, 2009. "Knowledge-sharing and social interaction within MNEs," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 40(5), pages 719-741, June.
    6. Shawn M Carraher & Sherry E Sullivan & Madeline M Crocitto, 2008. "Mentoring across global boundaries: an empirical examination of home- and host-country mentors on expatriate career outcomes," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 39(8), pages 1310-1326, December.
    7. Liao, Hui & Chuang, Aichia & Joshi, Aparna, 2008. "Perceived deep-level dissimilarity: Personality antecedents and impact on overall job attitude, helping, work withdrawal, and turnover," Organizational Behavior and Human Decision Processes, Elsevier, vol. 106(2), pages 106-124, July.
    8. Varma, Arup & Toh, Soo Min & Budhwar, Pawan, 2006. "A new perspective on the female expatriate experience: The role of host country national categorization," Journal of World Business, Elsevier, vol. 41(2), pages 112-120, June.
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    Cited by:

    1. Hon, Alice H.Y. & Lu, Lin, 2015. "Are we paid to be creative? The effect of compensation gap on creativity in an expatriate context," Journal of World Business, Elsevier, vol. 50(1), pages 159-167.
    2. repec:eee:worbus:v:52:y:2017:i:5:p:640-652 is not listed on IDEAS

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