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[Research]When Does Cross-Cultural Motivation Enhance Expatriate Effectiveness? A Multilevel Investigation of
2010.10.01 Views 859 경영학연구분석센터
Academy of Management Journal
Volume 53, Issue 5, October 2010, pp1110-1130
Gilad Chen 1, Bradley L. Kirkman 2, Kwanghyun Kim 3, Crystal I. C. Farh 4 and Subrahmaniam Tangirala 4
1 University of Maryland
2 Texas A&M University
3 Korea University
4 University of Maryland
http://amj.aom.org/content/53/5/1110.abstract
Abstract
Departing from the emphasis on individual-level stress processes in prior expatriate research, we develop a multilevel model of expatriate “cross-cultural motivation and effectiveness” (motivation and effectiveness pertaining to cross-cultural contexts) that incorporates the influences of foreign subsidiary–level attributes. Analyses of multisource and multilevel data collected from 556 expatriates in 31 foreign subsidiaries indicated that expatriate cross-cultural motivation was more positively related to work adjustment—and that work adjustment was more likely to mediate the positive relationship between cross-cultural motivation and job performance—when expatriates were assigned to foreign subsidiaries characterized by lower levels of subsidiary support and cultural distance.
Volume 53, Issue 5, October 2010, pp1110-1130
Gilad Chen 1, Bradley L. Kirkman 2, Kwanghyun Kim 3, Crystal I. C. Farh 4 and Subrahmaniam Tangirala 4
1 University of Maryland
2 Texas A&M University
3 Korea University
4 University of Maryland
http://amj.aom.org/content/53/5/1110.abstract
Abstract
Departing from the emphasis on individual-level stress processes in prior expatriate research, we develop a multilevel model of expatriate “cross-cultural motivation and effectiveness” (motivation and effectiveness pertaining to cross-cultural contexts) that incorporates the influences of foreign subsidiary–level attributes. Analyses of multisource and multilevel data collected from 556 expatriates in 31 foreign subsidiaries indicated that expatriate cross-cultural motivation was more positively related to work adjustment—and that work adjustment was more likely to mediate the positive relationship between cross-cultural motivation and job performance—when expatriates were assigned to foreign subsidiaries characterized by lower levels of subsidiary support and cultural distance.