Search results

Using social influence theory, this study examines the relationship between self-initiated expatriates' (SIE) political skill, as a measure of their social effectiveness, and cross-cultural adjustment (CCA). It also tests whether the host employer's psychological contract (PC) fulfillment mediates this relationship.

Partial least square structural equation modeling (covariance-based SEM) technique is employed to analyze a sample of 209 SIEs.

The study finds SIEs' political skill positively and significantly associated with SIEs' work-related adjustment. The relationship with interactional adjustment is only marginally significant. It also finds that SIEs' PC fulfillment mediates the relationship between SIEs' political skill and work-related adjustment. The mediation is marginally significant for the relationship between SIEs' political skill and general living adjustment.

The study adds to the literature on expatriates' skills and CCA by theorizing and testing the hitherto unexplored role of SIEs' political skill in their work and non-work CCA. It also theorizes and examines the host employer's PC fulfillment as a mediating mechanism, through which SIEs' political skill facilitates their CCA. Finally, it advances the literature on political skill by testing the construct's application in the cross-cultural and non-work domain.

The purpose of this paper is to study the development and consider the future of one of the most controversial areas of human resource development – employee performance management (PM).

Through bibliometrics, a multiple correspondence analysis identifies the main research directions of PM studies and provides a map of descriptors and a list of authors, along with a framework to track PM literature over 20 years (1998–2018).

Scholars have attempted to address some of the questions raised by earlier researchers. However, critical questions remain unanswered, and there is increasing dissatisfaction with the process. The most glaring yet unaddressed problem with PM is poor employee acceptability of the process.

If the research gaps are addressed, the lack of acceptability of the PM could be resolved and more effectively managed in the future.

The study particularly addresses poor employee “acceptability” of the PM process, a subject that has received limited attention by scholars.

Despite more than 50 years of research into gender and work, the impact of female expatriates persists to be underrepresented in mainstream international human resource management (IHRM) literature. The purpose of this paper is to identify and explore the perceptions of married Indian information technology (IT) women regarding career and expatriating discussions they have with their husbands and its impact on their decision making to undertake international assignments.

Semi-structured interviews were conducted with 24 married Indian IT women who had undertaken international assignments after marriage. The study includes two data sets, 1: women on less than one-year assignment; 2: women on greater than one-year assignments.

The study found that women who went on short-term assignments of less than one year travelled alone and found it fortunate and convenient to leave their children in the care of their husbands, in-laws, parents and maids. While in the cases of women travelling for longer-term assignments, most husbands accompanied them. The study suggests that while spousal support was the key, having a shared purpose with husbands along with extended family support was equally significant to facilitate women undertaking an international assignment. As an impetus, the authors note a change within the Indian society where both partners come together to make decisions about expatriating.

The authors discuss the implications for IHRM as they relate to gender diversity within organisations.

The research, underpinned by the early workings of a theory of career hierarchy, explores the complexities in expatriation decision-making processes of married women from the emerging economy of India with traditional family values, who are working within a modern and liberal IT industry.

This paper examines how informal knowledge transfer processes unfold during the repatriation of Malaysian executives. The goal is to develop a repatriate knowledge transfer process model, explaining the informal process through which repatriates make decisions about and transfer newly acquired knowledge.

Given the unexplored nature of the informal knowledge transfer process the study investigates, this research adopts an exploratory qualitative research approach using interview data from 10 Malaysian corporate executives over a period of 14 months, covering prerepatriation and postrepatriation stages.

The findings indicate that from the repatriates' perspectives, the process flows during repatriates' knowledge transfer depend on the ability and motivation of repatriates, as well as their opportunity to communicate the newly acquired knowledge to their home country organization. We likewise learned that the repatriates' ability to overcome repatriate adjustment and knowledge transfer challenges is crucial in order for them to proactively initiate informal knowledge transfer.

This research is significant as it will assist current and future expatriates to plan and prepare for repatriation and eventual knowledge transfer. The findings will also be useful to organizations that employ repatriates in preparing action plans for repatriation rather than solely focusing on expatriation.

Research and practice formally argue that expatriates are expected to transfer knowledge from the home country organization to the host country organization. While on assignment, expatriates become exposed to various types of new knowledge during the assignment, setting them up to disseminate this newly acquired knowledge to their home country organization upon repatriation – however, knowledge transfer upon repatriation is largely informal. This paper examines how this informal knowledge transfer process unfolds in the repatriation context over a period of 14 months by qualitatively tracing the experiences of 10 Malaysian corporate executives.

Despite many neurodiverse individuals possessing skills that are desperately needed, few organizations have redesigned their attraction, development and retention practices to capture them. In this chapter, we alert organizations that embracing neurodiversity bodes well for expanding the diversity of the talent pool, thereby mitigating talent risks. We proceed to analyse and explain how neurodiversity can be positioned within the talent management literature and identify opportunities for integrating neurodiversity and talent management research. We begin by exploring the concept of neurodiversity and in particular neurodiversity in the workplace. We then use this foundation to establish how neurodiversity can be engaged within the talent management literature. Finally, we outline a plethora of future research questions and avenues to further explore neurodiversity in the context of talent management.

As the internationalization process dictates the existence of cross-country networks it is essential to explore avenues that allow emerging market multinationals (EMNCs) to share and receive knowledge that can benefit them locally and globally. The purpose of this paper is to explore this conundrum by addressing the significance of creating a global mindset in individuals and across the multinational corporation. In the paper the authors articulate the mechanisms that influence global managers’ abilities to engage effectively with other global managers across borders.

This is a conceptual and theoretical piece.

The authors argued that global managers engage in reciprocal learning processes to obtain new, innovative knowledge about other countries’ environments and business practices. The authors furthermore suggest that the effectiveness of new knowledge creation is dependent upon the appropriate input, throughput, and output competencies of those involved in the reciprocal learning process.

Proper people management plays a crucial role in fostering an environment where employees’ commitment will lead to organizational innovation. Propositions foreshadowing in the new, innovative knowledge creation process across cultural and personal levels are articulated.

The paper seeks to examine the influence of the Austrian School of Economics and its views of innovations and entrepreneurship on one of their champions, Joseph Schumpeter. Schumpeter's insights on innovation and entrepreneurship issues are discussed and compared to previous literature.

The paper is conceptual in nature, highlighting that the key process in economic change is the introduction of innovations; the central innovator is that of the entrepreneur.

Insights gained from Schumpeter include the following: in the context of increasing global competition, the importance of innovations by entrepreneurs is becoming more important. The challenge though is for firms to find and make use of these individual for their survival. Another link is the distrust of the government and the ability of the free market to function, though imperfectly, without interference.

The paper suggests that innovation and entrepreneurship are the essence of the capitalist society. Entrepreneurs contribute to society as a whole by introducing new products/services that often are contradictory to institutional norms.

The purpose of this paper is to investigate attitudes toward interacting with foreign nationals from emerging and developed markets. Differences in attitudes are assessed using liability-of-foreignness factors.

Purposive sample collected at a private university in Australia; hierarchical linear modeling approach examines differences across regions of Australia, Asia, Middle East, Europe, and North America; Type 2 moderated mediation procedures.

Findings argue for variations across individual difference variables relative to the inclination to interact with emerging markets foreign nationals. Europeans’ willingness to interact with emerging market foreign nationals is diminished with high levels of tendency to stereotype, whereas North Americans’ willingness to interact with developed market foreign nationals is enhanced with high levels of tendency to stereotype.

Use of self-reported measures may limit validity and generalizability; cross-sectional data; common method variance.

A greater consideration of cultural diversity inherent in the workforce allows for diminished adjustment difficulties. Acknowledgment and contextualization of diversity is not an option but a necessity upon which organizations must act to reach their fullest potential in respective foreign locations.

Supports greater respect for social and cultural beliefs, norms, and values. Respect has implications for relationships and performance.

Content presents diversity issues within global organizations on their quest to employ global talent.

The purpose of this paper is to examine Trompenaars' cultural dimensions using reference point theory to propose the adjustment difficulties that inpatriates will experience when entering the home market/global headquarters organization culture.

Specifically, it examines means by which the organization may maintain the inpatriate's perspective while at the same time provide training/development to assist in integrating the inpatriate manager into the global management team.

The paper proposes that the inpatriate's origin plays a significant part in determining the difficulty of adjusting to the headquarter culture as well as to the general culture of the new home country. The need for reference points (internal, external and time) becomes vital in that each allows for a better understanding of the adjustment process.

With regard to the two variables (macro and organizational culture) examined, it should be noted that cultural distance is not of sole importance in the adjustment process of the inpatriate. Additional factors to consider include job type, previous experience in home country of the organization, local support groups and other socialization tactics.

To facilitate the cross‐cultural adjustment process, active attempts by human resource management staff must be undertaken to help ensure adjustment. Successful adjustment would allow inpatriates to provide valuable insight and contribute to the global organizations' success.

This paper adds value by providing a theoretically based framework for the adjustment of inpatriates that can be tested and modified by future researchers. Furthermore, it provides a guide to inpatriate adjustment so that their maximum value to the organization can be achieved.