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Japanese Expatriates Adaptation: A Study of Fits Between the Skills and the Demands

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Abstract

1) This study investigates adaptation of Japanese expatriates (N=215) in relation to current overseas assignment tenure. For comprehensive understanding of their adaptation, Japanese home managers (N=87) and American counterpart managers (N=125) were also used in comparisons. 2) The uniqueness of this study is to examine Japanese expatriates' adaptability through analysis to what extent the levels of 12 learning skills are matching with those skills demands.

Suggested Citation

  • Yoshitaka Yamazaki, 2007. "Japanese Expatriates Adaptation: A Study of Fits Between the Skills and the Demands," Working Papers EMS_2007_02, Research Institute, International University of Japan.
    • Handle: RePEc:iuj:wpaper:ems_2007_02
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    File URL: https://www.iuj.ac.jp/workingpapers/index.cfm?File=EMS_2007_02.pdf
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    References listed on IDEAS

    as
    1. J Stewart Black, 1988. "Work Role Transitions: A Study of American Expatriate Managers in Japan," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 19(2), pages 277-294, June.
    2. Yaping Gong, 2006. "The impact of subsidiary top management team national diversity on subsidiary performance: Knowledge and legitimacy perspectives," Management International Review, Springer, vol. 46(6), pages 771-790, December.
    3. Yoshitaka Yamazaki, 2005. "Learning Styles and Typologies of Cultural Differences: A Theoretical and Empirical Comparison," Working Papers EMS_2005_02, Research Institute, International University of Japan.
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