Meredith Downes, Anisya S. Thomas and Carolan McLarney
This study explores the role of expatriate satisfaction in organizational performance. It also posits that international transfer of knowledge and corporate learning are…
Abstract
This study explores the role of expatriate satisfaction in organizational performance. It also posits that international transfer of knowledge and corporate learning are determinants in the overall satisfaction of expatriate managers. Moreover, as organizations gain international experience, their expatriate managers contribute to the global learning of the firm. This corporate learning provides the tools (e.g. foreign market experience and know‐how) for future expatriate managers and increases the likelihood of positive overseas experiences. Results from 132 expatriates of Fortune 500 firms indicate that satisfaction is significantly related to the performance of the organization as a whole and, further, that this relationship will vary depending on the international orientation of the organization.
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Meredith Downes, Anisya S. Thomas and Rodger B. Singley
This study is based on the premise that, as organizations gain experience in the international marketplace, the determinants of job satisfaction for expatriate managers will vary…
Abstract
This study is based on the premise that, as organizations gain experience in the international marketplace, the determinants of job satisfaction for expatriate managers will vary. It is hypothesized that significant learning, manifested in firm international experience, will moderate the effects of work/life experience, mentorship, training and environmental benevolence. Findings partially support this theoretical argument and confirm the expectation that the impact of mentoring on satisfaction will lessen over the course of firm internationalization. Further, the impact of training on expatriate satisfaction was more pronounced for highly internationalized firms than for those with limited exposure abroad. Results of the empirical tests are provided, and their implications are discussed.
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Robert C. Moussetis, Ali Abu Rahma and George Nakos
This paper examined the relationships between national culture and strategic behavior in the banking industry in Jordan and U.S. The study first developed a strategic posture and…
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This paper examined the relationships between national culture and strategic behavior in the banking industry in Jordan and U.S. The study first developed a strategic posture and secondly a cultural profile for the top management of the research domain. The strategic posture suggested the readiness for strategic response from managers. The degree of readiness was correlated with the constructed cultural profile of the managers and financial performance of the banks. The study found significant relationships between certain national cultural strategic characteristics, (risk propensity, time orientation, and openness to change, uncertainty avoidance and managerial perception of control over the environment) strategic behavior and financial performance.
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Nadeem M. Firoz, Ahmad S. Maghrabi and Ki Hee Kim
In every country, specific cultures exist. In comparison most businesses have a variety of different cultures because there are different people working within the company. People…
Abstract
In every country, specific cultures exist. In comparison most businesses have a variety of different cultures because there are different people working within the company. People with the same religion, language, beliefs and values share a culture. This, in turn, is shared with all types of people in the same cultural system. Here the author examines the art of managing people who are from different cultures, taking into account their different set of values, traditions, and ways of achieving various goals. It exposes some of the problems inherent in the host (local) country where a home (parent company) manager refuses or is incapable of internalizing the local culture in which the expatriate operates. Business tactics are enforced and implemented differently depending on the culture the decision‐maker is from. Therefore, one should always think globally and act locally.