Influence of Informal Relationships on Expatriate Career Performance in China: The Moderating Role of Cultural Intelligence

ABSTRACTPursuing an international career in China can be risky particularly when there is a lack of informal relationships and knowledge of the socio-cultural environment of the country. Drawing from social capital theory of career success and intelligence theory, this study investigates the influence of expatriate manager-local subordinate guanxi on expatriate managers’ career performance and the contingency role of cultural intelligence. Using multi-source data from a sample (N = 154) of expatriate managers in China, our results show that expatriate manager-local subordinate guanxi positively influences expatriate career performance, and that this relationship is positively moderated by expatriates’ cultural intelligence. The broader theoretical and practical implications of the findings for international careers are fully discussed.

Cultural intelligence as a predictor of expatriate managers turnover intention and creative self-efficacy

Purpose The purpose of the study is to investigate the relationship between cultural intelligence (CQ) and job satisfaction and its effect on creative self-efficacy and turnover intention within the expatriate manager community of the UAE. Design/methodology/approach The study proposes a theoretical model that was tested using a survey instrument administered to expatriate managers working in multi-national organizations in Dubai’s Jabal Ali Free Trade Zone. Findings The results show that job satisfaction fully mediates the relationship between CQ and turnover intention. Furthermore, the results indicate that job satisfaction partially mediates the relationship between CQ and creative self-efficacy. Originality/value The study contributions to the literature on international business by examining how expatriate manager’s job satisfaction is affected by CQ and its effect on turnover intention and creative self-efficacy within the expatriate manager context, which is seldom investigated.

Forbearance of culturally inappropriate leadership behaviors: a conceptual model

Purpose Selection and training of expatriates emphasizes the importance of respecting and adapting to local cultural norms. However, even when motivated to modify their behavior, expatriates tend to act in ways which transgress host country cultural norms. While such transgressions can harm working relationships between expatriate manager and host country nationals (HCNs), this is not an inevitable outcome. The purpose of this paper is to apply the social psychological construct of forbearance to create a model which considers how transgression severity, responsibility attributions made by the HCN, empathy, and expatriate manager reputation influence HCN forbearance in the face of culturally inappropriate leadership behaviors. Design/methodology/approach This is a conceptual paper, which proposes forbearance as a process which can reduce dysfunctional outcomes on working relationships resulting from culturally inappropriate behaviors by expatriate managers. Findings The author argues that differences between expatriate and host country implicit leadership theories influence HCN attributions for culturally inappropriate leadership behaviors. These attributions, together with expatriate reputation, HCN empathy, and the severity of the cultural transgression, will determine the extent to which HCNs are likely to exercise forbearance. Research limitations/implications The paper suggests several important lines of research into the initial establishment of an effective working relationship between expatriate and HCN. Suggestions for further elaboration and testing of the model are also provided. Practical implications The model points to important processes (e.g. establishing incoming expatriate’s reputation, managing attributions, and facilitating empathy) which have the potential to reduce difficulties early in the assignment. Originality/value Much research into expatriate adjustment focuses on the expatriate. This paper adopts the perspective of the HCN, providing a framework for better understanding perceptual and attributional processes influencing the relationship.

An Expatriate’s First 100 Days: What Went Wrong?

Instructors teaching undergraduate survey courses in management are faced with a dilemma: How to balance the wide scope of such a course with the desire to cover each topic in sufficient depth to make the material meaningful and useful. The specific subject area in focus here is international differences in work-related values. This exercise addresses two critical takeaways for management students getting a “first look” at this complex topic: (1) How do values differences between national cultures influence employee behavior? (2) How might observed differences in behavior lead to misperceptions and problems for an expatriate manager?