Abstract
This chapter integrates the results of the previous chapters concerned with validating the expatriate learning model for adjustment and provides limitations of this research, and its implications. In this process, the researcher first summarizes and discusses the results of the examination of 9 hypotheses that correspond to 3 research questions. This section includes western expatriates’ adjustment in China, western expatriates’ learning style transitions, western expatriates’ accumulation of managerial tacit knowledge, western expatriates’ development of adaptive flexibility over time in China, and the relationships between these learning outcomes.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Alagic, M., & Rimmington, G. M. (2009). Improving intercultural communication competence: Fostering bodymindful cage painting. Journal of Intercultural Communication, 12, 39–55.
Altman, Y., & Shortland, S. (2008). Women and international assignments: Taking stock—A 25 year review. Human Resource Management, 47, 199–216.
Armstrong, S. J., & Mahmud, A. (2008). Experiential learning and the acquisition of managerial tacit knowledge. Academy of Management Learning and Education, 7(2), 189–208.
Armstrong S. J., van der Heijen B. I. J. M., & Sadler-Smith, E. (2011). Intellectual styles, management of careers, and improved work performance. In L. Zhang, R Sternberg, & S.G. Rayner’s (Eds.) Handbook of intellectual styles: Preferences in cognition, learning and thinking. New York, NY: Springer.
Auyeung, P., & Sands, J. (1996). A cross-cultural study of the learning style of accounting students. Accounting and Finance, 36, 261–274.
Baumard, Paul. (1999). Tacit knowledge in the organization. London: Sage.
Barkema, Hariy G., & Vermeulen, F. (1998). International expansion through start-up or acquisition: A learning perspective. Academy of Management Journal, 41(1), 7–26.
Berry, J. W. (1997). Immigration, acculturation, and adaptation. International Journal of Applied Psychology, 46, 5–34.
Bhaskar-Shrinivas, P., Harrison, D. A., Shaffer, M. A., & Luk, D. M. (2005). Input-based and time-based models of international adjustment: Meta-analytic evidence and theoretical extensions. Academy of Management Journal, 482, 25–281.
Black, J. S. (1988). Work role transitions: A study of American expatriate managers in Japan. Journal of International Business Studies, 19, 277–294.
Black, J. S., & Mendenhall, M. (1989). A practical but theory-based framework for selecting cross-cultural training methods. Human Resource Management, 28(4), 511–539.
Black, J. S., & Mendenhall, M. (1990). Cross-cultural training effectiveness: A review and a theoretical framework for future research. Academy of Management Review, 15(1), 113–136.
Black, J. S., Mendenhall, M., & Oddou, G. (1991). Toward a comprehensive model of international adjustment: An integration of multiple theoretical perspectives. Academy of Management Review, 16, 291–317.
Caligiuri, P. M. (2000). Selecting expatriates for personality characteristics: A mediating effect of personality on the relationship between host national contact and cross-cultural adjustment. Management International Review, 40, 61–80.
Caligiuri, P. M. (2006). Developing global leaders. Human Resource Management Review, 18, 219–228.
Collings, D. G., Scullion, H., & Morley, M. J. (2007). Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives. Journal of World Business, 42, 198–213.
Dickmann, M., & Doherty, N. (2008). Exploring the career capital impact of international assignments within distinct organizational contexts. British Journal of Management, 19, 145–161.
Dowling, P. J., Welch, D. E., & Schuler, R. S. (1999). International human resource management: Managing people in a multinational context (3rd ed.). Cincinnati: South-Western College Publishing.
Farh, C. I. C., Bartol, K. M., Shapiro, D. L., & Shin, J. (2010). Networking abroad: a process model of how expatriates form support ties to facilitate adjustment. Academy of Management Review, 35(3), 434–454.
Furuya, N., Stevens, M. J., Bird, A., Oddou, G., & Mendenhall, M. E. (2009). Managing the learning and transfer of global management competence: Antecedents and outcomes of Japanese repatriation effectiveness. Journal of International Business Studies, 40(2), 200–215.
GMAC. (2010). Global relocation trends: 2010 survey report. Oak Brook, IL: GMAC Global Relocation Services.
Hall, E. T. (1977). Beyond culture. Garden City, NY: Anchor Presures/Doubleday.
Hayes, J., & Allinson, C. W. (1988). Cultural differences in the learning styles of managers. Management International Review, 28, 75–80.
Halsberger, A. (2007). Gender differences in expatriate adjustment. Paper presented at the Academy of Management annual conference, Philadelphia.
Harris, H. (2002). Think international manager, think male: Why are women not selected for international management assignments? Thunderbird International Business Review, 44(2), 175–203.
Hocking, J. B., Brown, M., & Harzing, A.-W. (2004). A knowledge transfer perspective of strategic assignment purposes and their path-dependent outcomes. International Journal of Human Resource Management, 15, 565–586.
Hocking, J. B., Brown, M., & Harzing, A.-W. (2007). Balancing global and local strategic contexts: Expatriate knowledge transfer, applications, and learning with a transnational organization. Human Resource Management, 46(4), 513–533.
Hofstede, G. H. (1997). Culture and Organization: Software of Mind. New York: McGraw Hill.
Kolb, D. A. (1984). Experiential learning: Experience as the source of learning and development. Englewood Cliffs, NJ: Prentice-Hall.
Lazarova, M. B. (2006). International human resource management in global perspective. In M. J. Morley, N. Heraty, & D. G. Collings (Eds.), International HRM and international assignments. Basingstoke, UK: Palgrave MacMillan.
Li, S., & Scullion, H. (2010). Developing the local competence of expatriate managers for emerging markets: A knowledge-based approach. Journal of World Business, 45, 190–196.
Maertz, C. P, Jr, Hassan, A., & Magnusson, P. (2009). When learning is not enough: A process model of expatriate adjustment as cultural cognitive dissonance reduction. Organizational Behaviour and Human Decision Processes, 108, 66–78.
Mainemelis, C., Boyatzis, R. E., & Kolb, D. A. (2002). Learning styles and adaptive flexibility: Testing experiential learning theory. Management Learning, 33(1), 5–33.
Ng, K. Y., Dyne, L. V., & Ang, S. (2009). From experience to experiential learning: Cultural intelligence as a learning capability for global leader development. Academy of Management Learning and Education, 8(4), 511–526.
Okpara, O., & Kabongo, D. (2011). Cross-cultural training and expatriate adjustment: A study of western expatriates in Nigeria. Journal of World Business, 46, 22–30.
Osland, J. S., Bird, A., Mendenhall, M. E., & Osland, A. (2006). Developing global leadership capabilities and global mindset: A review. In G. K. Stahl & I. Bjorkman (Eds.), Handbook of research in international human resource management (pp. 197–222). Cheltenham, UK: Edward Elgar Publishing.
Ratiu, I. (1983). Thinking internationally: A comparison of how international executives learn. International Studies of Management and Organization, 13(1–2), 139–150.
Reiche, B. S., Kraimer, M. L., & Harzing, A. W. (2011). Why do international assignees stay? An organizational embeddedness perspective. Journal of International Business Studies, 42(4), 521–544.
Shaffer, M. A., Harrison, D. A., & Gilley, K. M. (1999). Dimensions, determinants, and differences in the expatriate adjustment process. Journal of International Business Studies, 30, 557–582.
Shin, S. J., Morgeson, F. P., & Campion, M. A. (2007). What you do depends on where you are: Understanding how domestic and expatriate work requirements depend upon the cultural context. Journal of International Business Studies, 38(1), 64–83.
Sternberg, R. J., Forsythe, G. B., Hedlund, J., Horvath, J. A., Wagner, R. K., Williams, W. M., et al. (2000). Practical Intelligence in Everyday Life. New York: Cambridge University Presures.
Takeuchi, R., Tesluk, P. E., Yun, S., & Lepak, D. P. (2005). An integrative view of international experience. Academy of Management Journal, 48(1), 85–101.
Tahvanainen, M., Welch, D., & Worm, V. (2005). Implications of short-term international assignments. European Management Journal, 23, 663–673.
Tung, R. L. (1987). Selection and training procedures of U.S., European and Japanese multinationals. California Management Review, 25, 57–71.
Varma, A., Toh, S. M., & Budhwar, P. S. (2006). A new perspective on the female expatriate experience: The role of host country national categorization. Journal of World Business, 41, 112–120.
Wagner, R. K., & Sternberg, R. J. (1986). Tacit knowledge and intelligence in the everyday world. In R. Sternberg & R. Wagner (Eds.), Practical intelligence: Nature and origins of competence in the everyday world. New York: Cambridge University Presures.
Wagner, R. K., & Sternberg, R. J. (1987). Tacit knowledge in managerial success. Journal of Business and Psychology, 1(4), 301–312.
Yamazaki, Y. (2010). Expatriate adaptation: A fit between skills and demands among Japanese expatriates in USA. Management International Review, 50, 81–108.
Yamazaki, Y., & Kayes, D. C. (2004). An experiential approach to cross-cultural learning: A review of competencies for successful expatriate adaptation. Academy of Management Learning and Education, 3(4), 362–379.
Yamazaki, Y., & Kayes, D. C. (2007). Expatriate learning: exploring how Japanese managers adapt in the United States. International Journal of Human Resource Management, 18(8), 1373–1395.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
Copyright information
© 2016 Springer Science+Business Media Singapore
About this chapter
Cite this chapter
Li, Y. (2016). Discussion and Conclusion. In: Expatriate Manager’s Adaption and Knowledge Acquisition. Springer, Singapore. https://doi.org/10.1007/978-981-10-0053-9_7
Download citation
DOI: https://doi.org/10.1007/978-981-10-0053-9_7
Published:
Publisher Name: Springer, Singapore
Print ISBN: 978-981-10-0052-2
Online ISBN: 978-981-10-0053-9
eBook Packages: Business and ManagementBusiness and Management (R0)