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A perspective-taking model for global assignments

Published on Dec 2, 2014
· DOI :10.1108/JGM-05-2014-0014
Joon Hyung Park3
Estimated H-index: 3
(University of Nottingham),
Je’Anna Lea Abbott1
Estimated H-index: 1
(UH: University of Houston),
Steve Werner26
Estimated H-index: 26
(UH: University of Houston)
Purpose - – The purpose of this paper is to propose a model that explains how proactive cognitive processes, such as perspective-taking, relates to expatriates’ effectiveness. Design/methodology/approach - – This conceptual paper presents the model that is based on the perspective-taking models developed by Parker Findings - – The authors present a framework that delineates how the perspective-taking process leads to an expatriate’s effectiveness. The authors provide propositions about which factors motivate expatriates to engage in perspective-taking and which factors influence higher accuracy of understanding of the host country nationals’ (HCN) perspective. Practical implications - – Guidance is provided for the training of expatriate to develop perspective-taking. Originality/value - – The paper expands the expatriate research by incorporating the perspective-taking model to identify which factors may motivate expatriates to see the HCN view point. Also, the paper contributes to the literature by identifying how resources such as expatriates’ psychological capital may promote the degree of accuracy or comprehension with respect to the HCN thoughts and feelings.
  • References (80)
  • Citations (1)
Charles M. Vance22
Estimated H-index: 22
(LMU: Loyola Marymount University),
Torben Andersen4
Estimated H-index: 4
(University of Southern Denmark)
+ 1 AuthorsJeffrey Gale4
Estimated H-index: 4
(LMU: Loyola Marymount University)
This article builds on the existing conceptualization of multinational corporation (MNC) knowledge management by exploring the critical liaison role played by host country nationals (HCNs), especially those working directly with expatriate managers. We first discuss this proposed HCN local liaison role between expatriate and local employees within theoretical constructs of network theory and absorptive capacity. Then we present a model of five possible important HCNL role componentsNincluding cu...
Published on Sep 23, 2013
Pauline Vromans1
Estimated H-index: 1
(Tilburg University),
Marloes L. van Engen17
Estimated H-index: 17
(Tilburg University),
Stefan T. Mol9
Estimated H-index: 9
(UvA: University of Amsterdam)
Purpose - – To introduce the presumed cultural similarity paradox as a possible explanation for the findings that adjusting to a culturally similar country is just as difficult as adjusting to a culturally dissimilar country. We provide a conceptual framework, enabling further understanding and research into this phenomenon. Design/methodology/approach - – Expatriates moving to a country that shares common characteristics may presume more cultural similarity and easier adjustment than is actuall...
Fabian Jintae Froese18
Estimated H-index: 18
(KU: Korea University),
Vesa Peltokorpi22
Estimated H-index: 22
(Japan Advanced Institute of Science and Technology)
Reflecting on recent trends in the international labor force, this study investigates and compares organizational expatriates (OEs), who are dispatched by their companies to international posts, with self-initiated expatriates (SIEs), who by their own volition move and work abroad. Findings from a survey of 57 OEs and 124 SIEs in Tokyo show several differences in individual- and job-related factors, cross-cultural adjustment and job satisfaction between OEs and SIEs. More specifically, mediation...
Ed O'Brien10
Estimated H-index: 10
(UM: University of Michigan),
Sara H. Konrath19
Estimated H-index: 19
(UM: University of Michigan)
+ 1 AuthorsAnna Linda Hagen1
Estimated H-index: 1
(UM: University of Michigan)
Results. For both measures and in all three samples, we found evidence for an inverse-U-shaped pattern across age: Middle-aged adults reported higher empathy than both young adults and older adults. We also found a consistent gender difference: Women reported more empathy than men. We did not find systematic differences by ethnicity. However, neither gender nor ethnicity interacted with age effects.
Published on Jan 1, 2013in International Journal of Management Reviews 7.60
Noeleen Doherty17
Estimated H-index: 17
(Cranfield University)
The study of self‐initiated expatriates (SIEs) has gained pace in the last decade, focusing on these individuals, their motivations, their behaviours and their relevance to the global workforce. Published works produced between 1996 and 2011 are reviewed. A thematic analysis indicates that key topics of focus in current research cover: characteristics of the self‐initiated and their work‐related experiences and management; comparative studies of company‐backed versus self‐initiated expatriation ...
Wen-Long Zhuang3
Estimated H-index: 3
(CYCU: Chung Yuan Christian University),
Melien Wu3
Estimated H-index: 3
(NCYU: National Chiayi University),
Shu-Lien Wen1
Estimated H-index: 1
(CYCU: Chung Yuan Christian University)
This study examines the relationship of mentoring functions to expatriate adjustments and further compares the differences in the aforementioned relationship between home and host country mentorship. On the basis of an analysis of 281 expatriates who were assigned both home and host country mentors during their expatriation, this study found that the mentors' psychosocial support, role modeling and career development functions were positively related to the proteges' general adjustment, office i...
Published on Jul 27, 2012in Personnel Review 1.36
Jan Selmer17
Estimated H-index: 17
(AU: Aarhus University),
Jakob Lauring22
Estimated H-index: 22
(AU: Aarhus University)
Purpose – Through a large‐scale quantitative study, this paper aims to test and extend the qualitative findings of Richardson and McKenna and of Osland on reasons to expatriate and relate them to work outcomes.Design/methodology/approach – Examining how reasons to expatriate may affect work outcomes, quantitative data was collected from self‐initiated expatriate academics from 60 countries employed in 35 universities in five northern European countries.Findings – Results mostly indicated support...
Noeleen Doherty17
Estimated H-index: 17
(Cranfield University),
Michael Dickmann17
Estimated H-index: 17
(Cranfield University),
Timothy Mills3
Estimated H-index: 3
(Cranfield University)
Few studies have investigated the range of issues considered important to the decision to move abroad for expatriates, particularly comparing the company-backed and self-initiated expatriate experiences. This study contributes to an important gap in current research about the drivers of both company-backed and self-initiated expatriation. It reveals details about the diverse motivations to undertake an expatriation and the similarities and differences between these two groups. Through a web-base...
Arup Varma24
Estimated H-index: 24
(LUC: Loyola University Chicago),
Shaun Pichler19
Estimated H-index: 19
(CSUF: California State University, Fullerton),
Pawan Budhwar46
Estimated H-index: 46
(Aston University)
Using data from 493 host country nationals (HCNs) in the UK, we investigated relationships between expatriate gender, national origin, and job level, and HCN characteristics and willingness to help expatriates. Results showed that HCNs from the UK are likely to categorize expatriates as in-group or out-group members based on perceived values similarity, ethnocentrism, and collectivism. This categorization is also likely to affect HCN willingness to provide role information and social support to ...
Published on Jan 1, 2011in Journal of Personality and Social Psychology 5.92
C. Nathan DeWall45
Estimated H-index: 45
(UK: University of Kentucky),
Roy F. Baurneister130
Estimated H-index: 130
(FSU: Florida State University)
+ 1 AuthorsKathleen D. Vohs65
Estimated H-index: 65
When leaders perform solitary tasks, do they self-regulate to maximize their effort, or do they reduce effort and conserve their resources? Our model suggests that power motivates self-regulation toward effective performance—unless the task is perceived as unworthy of leaders. Our 1st studies showed that power improves self-regulation and performance, even when resources for self-regulation are low (ego depletion). Additional studies showed that leaders sometimes disdain tasks they deem unworthy...
Cited By1
Published on Jan 1, 2016
Ramon Henson2
Estimated H-index: 2
(RU: Rutgers University)
Henson proposes a model for gaining a better understanding of global leadership. The model proposes that global leadership has certain antecedents, the most important of which are cultural intelligence (CQ), certain personality traits, cross-cultural contacts and experiences, and self-awareness. These antecedents impact the development of global leadership, which is made up of foundational requirements (organizational and business savvy, results-orientation, and integrity/ethics); global mindset...