Search results

This study used a sample of 190 expatriates who worked for five multi‐national corporations to test part of a model of adjustment developed by Black, Mendenhall, and Oddou. The model is based on the theory that high levels of uncertainty lead to lower levels of adjustment. The study found that several variables—premove attitudes toward an international move, job satisfaction, role novelty, management's views on the effect of an international assignment on one's career, assurance of a job upon return, the cultural toughness of the host country, and the spouses' adjustment—were significant predictors of the expatriates' general adjustment, showing support for Black, Mendenhall, and Oddou's model. Findings from the study suggest that organizations could have a positive impact on assignment completion and expatriates' adjustment by assessing their organizations' positions and policies related to these variables.

Considers the success of the Leader‐Member exchange (LMX) model tested over various populations. States that it has not been tested in the selection of employees for international assignments. Attempts to use this model to explain why females may not be selected or offered these roles. Concludes that initial results suggest that LMX quality may play a major role in international assignment selection and provides some implications for future research.

In this empirical study, the authors compared the workings of LMX between two countries: India and the United States. Data from 162 supervisor‐subordinate dyads in India and 102 dyads in the US was analysed to examine the impact of subordinate LMX ratings on their evaluation of supervisor performance. Results revealed significant differences in the workings of LMX in the two countries, especially as viewed from the subordinate’s point of view.

Utilizing the 1995 Adult Education Interview compiled by the National Center for Education Statistics, this study examined the determinants of training participation among adult female employees. Drawing on Sterns’s (1986) model of individual decision-making about training, we hypothesized that baby boomer cohorts of women would have higher rates of training participation than younger and older cohorts of women. This hypothesis was confirmed by results on age group variables. We also confirmed that both mandatory continuing education requirements and technological innovation in clerical occupations increased the likelihood of overall training participation among baby boomers, while only mandatory continuing education requirements significantly affected the overall training likelihoods of older and younger cohorts. Findings for disaggregated categories of training suggest that employer-support may be critical to female training participation, especially in lower wage occupations.

This paper proposes a hegemonic power hypothesis to examine the determinants of CEO compensation by drawing on insights from the field of international relations. It then reports results of an empirical test of this hypothesis. The results indicate a limited support for the hegemonic power hypothesis, indicating the importance of a cross‐disciplinary perspective in studying the determinants of CEO compensation.