The Outcomes of Cross-Cultural Adjustment: A Case of British Expatriates Working on International Architectural, Engineering and Construction Assignments (original) (raw)

Abstract

The main aim of this study is to investigate the consequences of cross-cultural adjustment in an under researched sample of British expatriates working on International Architectural, Engineering and Construction (AEC) assignments. Adjustment is the primary outcome of an expatriate assignment. According to Bhaskar-Srinivas et al., (2005), Harrison et al., (2004) it is viewed to affect other work related outcomes which could eventually predict expatriate success. To address the scarcity of literature on expatriate management in the AEC sector, an exploratory design was adopted. Phase one is characterised by extensive review of extant literature, whereas phase two was qualitative exploration from British expatriates' perspective; here seven unstructured interviews were carried out. Further, cognitive mapping analysis through Banaxia decision explorer software was conducted to develop a theoretical framework and propose various hypotheses. The findings imply that British AEC firms could sustain their already established competitive advantage in the global marketplace by acknowledging the complexity of international assignments, prioritising expatriate management and offering a well-rounded support to facilitate expatriate adjustment and ultimately achieve critical outcomes like performance, assignment completion and job satisfaction.

Key takeaways

sparkles

AI

  1. Cross-cultural adjustment is crucial for the success of British expatriates in AEC assignments.
  2. The study explores outcomes of adjustment, including performance, assignment completion, and job satisfaction.
  3. Seven British expatriates were interviewed across six countries to gather qualitative data.
  4. Well-adjusted expatriates exhibit higher job satisfaction and are less likely to quit their assignments.
  5. The proposed framework emphasizes the need for AEC firms to enhance expatriate management strategies.

Loading...

Loading Preview

Sorry, preview is currently unavailable. You can download the paper by clicking the button above.

References (62)

  1. Aryee, S. and Stone, R. J., 1996. Work experiences, work adjustment and psychological well being of expatriate employees in Hong Kong. "The International Journal of Human Resource Management" , 7(1), pp. 150-164.
  2. Aycan, Z. and Kanungo, R. N., 1997. Current issues and future challenges in expatriate management. In: D. M. Sunders and Z. Aycan, eds. New Approaches to Employee Management. Greenwich. JAI Press.
  3. Berry, J. W., 1992. Acculturation and adaptation in a new society. "International Migration Quarterly Review", 30, pp. 69-87.
  4. Bhaskar-Srinivas, P., Harrison, D. A., Shaffer, M. A. and Luk, D. M., 2005. Input based and time based models of international adjustment: Meta-Analytic evidence and theoretical extensions. Academy of management Journal, 48(2), pp. 257-281.
  5. Black, J. S. and Gregersen, H. B., 1990. Expectations, satisfaction, and intentions to leave of American expatriate managers in Japan. "International Journal of Intercultural Relations", 14(4), pp. 485-506.
  6. Black, J. S. and Mendenhall, M., 1991. The U curve adjustment hypothesis revisited: A review and theoretical framework. "Journal of International Business studies", 22(2), pp.225-247.
  7. Black, S. J., Mendenhall, M. and Oddou, G., 1991. Toward a comprehensive model of international adjustment: an integration of multiple theoretical perspectives. "Academy of Management Review", 16, pp. 291-317.
  8. Bonache, J., 2005. Job Satisfaction among expatriates, repatriates and domestic employees: The perceived impact of international assignments on wok related variables. "Personnel Review", 34 (1), pp.110 -124.
  9. Borman, W. C. and Motowidlo, S. J., 1993. Expanding the criteria domain to include elements of contextual performance. In: N. Schmitt and C. W. &. A. Borman, eds. "Personnel selection in organizations". San Francisco: Jossey-Bass, pp. 71-98.
  10. Boyatzis, R., 1982. "The Competent Manager: A Model for Effective Performance". New York: John Wiley and Sons.
  11. Bryman, A., and Bell, E. 2003. "Business research methods. Oxford": Oxford University Press Bu-Qammaz, A., Dikmen, I. and Birgonul, M.T. 2006. Cultural risk assessment in construction projects. "CCIM2006 Sustainable Development through Culture and Innovation", Dubai, 26-29 November.
  12. Caligiuri, P. M., 1997. Assessing expatriate success: Beyond just "being there". In: Z.Aycan, ed. "New approaches to employee management", 4: Expatriate management: Theory and research. Stamford: JAI Press Inc., pp. 117-140.
  13. Caliguiri, P M., 2000. Selecting expatriates for personality characteristics: A moderating effect of personality on the relationship between host national contact and cross- cultural adjustment. "Management International Review", 83 (4), pp.598-614.
  14. Caliguiri, P M., Joshi, A., and Lazarova, M. 1999. Factors influencing the adjustments of women on global assignments. "International Journal of Human Resource Management", 10(2), pp. 163-179.
  15. Campbell, J. P., 1999. The definition and measurement of performance in the new age. In: D.R. Ilgen and E. D. Pulakos, eds. "The changing nature of performance: Implications for staffing, motivation, and development". San Francisco, Calif: Jossey- Bass.
  16. Chua, D.K.H., Wang, Y. and Tan, W.T. 2003. Impacts of obstacles in east Asian cross border construction. "Journal of Construction Engineering and Management", 129(2), pp. 131-141.
  17. Dowling, P. J. and Welch, D. E., 2004. "International Human Resource Management: Managing people in a multinational context". 4th ed. London: Thompson.
  18. Earley, C. and Ang, S., 2003. "Cultural Intelligence individual interactions across cultures". Stanford California: Stanford University Press.
  19. Furnham, A., 1993. Communicating in foreign lands: The cause, consequences and cure of culture shock. "Language Culture and Curriculum", 6(1), pp. 91-109.
  20. Gudmundsdottir, S., 2013. The relationship between socio cultural ddjustment and extrinsic job satisfaction. "International Journal of Business and Social Science".4 (10) pp.43- 48.
  21. Hackman, R. J. and Oldham, G. R., 1980. "Work redesign. Reading", MA: Addison-Wesley.
  22. Harrison, D. A., Shaffer, M. A. and Bhaskar-Shrinivas, P., 2004. Going places: Roads more and less travelled in research on expatriate experiences. In: J. J. Martocchio, ed. "Research in personnel and human resources management: Greenwich", CT: JAI, pp.203-252.
  23. Harzing, A. W., 1995. The Persistent Myth of High Expatriate Failure Rates. "International Journal of Human Resource Management",.6, pp. 457-475.
  24. Hechanova, R., Beehr, T. A. and Christiansen, N. D., 2003. Antecedents and Consequences of Employees Adjustment to Overseas Assignments: "A Meta Analytic Review. Applied Psychology: An International Review". 52, pp. 213-236.
  25. Jassawalla, A., Truglia, C. and Garvey, J., 2004. Cross cultural conflict and expatriate managers adjustment: An exploratory study. "Management Decision", 42(7), pp. 837-849.
  26. Kangari, R., and Lucas, C.L. 1997. "Managing International Operations". ASCE Press, New York, NY
  27. Kivrak, S., Ross, A., Arslan, G. and Tuncan, M. 2010. Construction professionals' perspectives on cross-cultural training for international construction projects. In Egbu, C. (Ed.), "Proceedings of 26th Annual ARCOM Conference", Association of Researchers in Construction Management, Leeds, 6-8 September, pp. 351-360.
  28. Ko, H C and Yang, M L., 2011. The Effects of Cross-Cultural Training on Expatriate Assignments. "Intercultural Communication Studies". 20(1), pp. 158-74.
  29. Koteswari, V. B. and Bhattacharya, M. S., 2007. Managing Expatriate Stress Pages. Delhi Business Review, 8(1), pp. 89-98.
  30. Kraimer, L. M. and Wayne, J. S., 2004. An expamination of percieved organisational support as a multiple dimensional construct in the context of an expatriate assignment. "Journal of management", 30(2), pp. 209-37.
  31. Kraimer, M. L., Wayne, S. J. and Jaworski, R. A., 2001. Sources of support and expatriate performance: The mediating role of expatriate adjustment. "Personnel Psychology", 54(1), pp. 71-99.
  32. Lin, W, (2004), 'The Cost-Quality trade-off? A study of Business outsourcing in the UK, Financial Services Industry,' Global Holdings, Business Library, NUBS.
  33. Locke, E. A., 1976. The nature and causes of job satisfaction. In: M. D. Dunnette, ed. "Handbook of industrial and organizational psychology". Chicago : Rand McNally.
  34. Mammadov, S. and Poss, L., 2010. Forward foundations: Where will engineering and construction companies explore growth, and what will it mean for talent strategy? 27 (Fluor Corporation). In: W. Owen, ed. "International Assignment Perspectives: Critical issues facing the globally mobile work force". s.l.:PriceWaterCoopers, pp. 27-33.
  35. McCaughey, D. and Bruning, N. S., 2005. Enhancing Opportunities for expatriate job satisfaction: HR strategies for foreign assignment success. "Human Resource Planning". 28, pp. 21-29.
  36. McEvoy, G.M./Parker, B. (1995): Expatriate Adjustment: Causes and Consequences. In: Selmer, J. (ed.): "Expatriate Management: New Ideas for International Business", Westport: Quorum Books.
  37. Mertens, D. M. 2005. "Research and evaluation in education and psychology: Integrating diversity with quantitative, qualitative, and mixed methods". 2nd edn California, CA: Sage.
  38. Min, H., Magnini V P., Singal M (2013). Perceived corporate training investment as a driver of expatriate adjustment. "International Journal of Contemporary Hospitality Management", 25 (5), pp. 740-759.
  39. Naumann, E., 1993. Organizational Predictors of Expatriate Job Satisfaction. "Journal of International Business Studies", 24(1), pp. 61-80.
  40. Nicholson, N., 1984. A theory of work role transitions. "Administrative Science Quarterly", 29(2), pp.172-91.
  41. Oberg, K., 1960. Culture shock: Adjustment to New Cultural Environments. "Practical Anthropology". 7, pp. 177-182.
  42. Ones, D. S. and Viswesvaran, C., 1997. Personality determinants in the prediction of aspects of expatriate job success. In: Z. Aycan, ed. "Expatriate management: Theory and Research". Greenwich: JAI Press, pp. 63-92.
  43. Orr, R.J. 2005, "Unforeseen Conditions and Costs on Global Projects: Learning to Cope with Unfamiliar Institutions, Embeddedness and Emergent Uncertainty", Stanford University, Stanford, CA.
  44. Parker, B. and McEvoy, G. M., 1993. Initial examination of a model of intercultural Adjustment. "International Journal of intercultural Relations", 17, pp. 355-79.
  45. Reiche, S. B. and Harzing, A.W., 2011. International Assignments. In: A. Harzing and A. Pinnington, eds. "International Human Resource Management". London: Sage.
  46. Rice, R. W., McFarlin, D. B. and E, B. D., 1989. Standards of comparison and job satisfaction. "Journal of Applied Psychology", 74(4), pp. 591-98.
  47. Richardson, W., von Kirchenheim, C. and Richardson, C., 2006. Teachers and their international relocation: The effect of self-esteem and pay satisfaction on adjustment and outcome variables. "International Education Journal", 7(7), pp. 883-894.
  48. Santosoa, J., and Loosemore, M. 2013. Expatriate management in Australian multinational enterprises. "Construction Management and Economics". 31(11),pp. 1098-1109
  49. Schiuma, G., Bourne, M. and Harris, H., 2006. Assessing the value of international workers. "Measuring Business Excellence", 10(1), pp. 60-71.
  50. Shaffer, M. A. and Harrison, D. A., 1998. Expatriate's psychological withdrawal from international assignments: Work, non work and family influences. "Personnel Psychology", 51, pp. 87-118.
  51. Shaffer, M. A., Harrison D A. and Gilley, K. M., 1999. Dimension, determinants, and differences in the expatriate adjustment process. "Journal of International Business Studies", 30(3), pp.557-581.
  52. Shaffer, M. A., Harrison, D. A., Gilley, K. M. and Luk, D. M., 2001. Struggling for balance amid turbulence on international assignments: work-family conflict, support and commitment. "Journal of Management", 27(1), pp. 99-121.
  53. Shaffer, M. A., Harrison, D. A., Gregersen, H.B., Black , J.S., and Ferzandi, L . A. 2006. You can take it with you: Individual differences and expatriate effectiveness. "Journal of Applied Psychology". 91(1), pp.109-125.
  54. Shin, S. J., Morgeson, F. P. and and Campion, M. A., 2003. Expatriate Assignments: Understanding the Skill, Ability, Personality, and Behavioral Requirements of Working Abroad. Purdue CIBER Working Papers.
  55. SriRamalu, S., Rose, R. C., Uli, J. and Kumar, N., 2010. Personality and Cross-Cultural Adjustment among Expatriate Assignees in Malaysia. "International Business Research", 3(4), pp. 96-104.
  56. Takeuchi, R., Wang, M., Marinova, S. V., and Yao, X.2009. Role of domain-specific facets of perceived organisational support during expatriation and implications for performance. "Organisational Science", 20 (3), pp.621-634.
  57. Takeuchi, R., Yun, S. and Tesluck, P. E., 2002. An examination of crossover and spillover effects of spousal and expatriate cross-cultural adjustment on expatriate outcomes. "Journal of Applied Psychology", 87, pp.655-666.
  58. Tung, R. L., 1981. Selection and training of personnel for overseas assignments. Columbia "Journal of World Business", 16(1), pp. 68-78.
  59. Van der Bank, M. and Rothmann, S., 2006. Correlates of expatriates' cross-cultural adjustment. Management Dynamics : "Journal of the Southern African Institute for Management Scientists", 15(4), pp. 29 -39.
  60. Ward, C. and Kennedy, A., 1996. Crossing cultures: the relationship between psychological and socio-cultural dimensions of cross-cultural adjustment. In: J. Pandey, D. Sinha and D. Bhawuk, eds. "Asian Contributions to Cross-Cultural Psychology". Sage Publications.
  61. Weiss, D. J., Dawis, R. V., England, G. and Lofquist, L. H., 1967. "Manual for the Minnesota Satisfaction Questionnaire", Minneapolis: University of Minnesota-Industrial Relations Center.
  62. Yan, A., Zhu, G., and Hall, D.T. 2002. International assignments for career building: A model of agency relationships and psychological contracts. "Academy of Management Review", 27(3): 373-391.

FAQs

sparkles

AI

What factors influence the cross-cultural adjustment of expatriates in construction?add

The study reveals that socio-cultural adjustment, encompassing living conditions and interaction comfort, significantly predicts successful expatriate adjustment among British AEC professionals.

How does expatriate adjustment impact job satisfaction in international assignments?add

Findings indicate that well-adjusted expatriates experience higher job satisfaction, with adjustment difficulties leading to increased stress and dissatisfaction.

What are the dimensions of expatriate adjustment identified in the research?add

The research identifies three adjustment dimensions: general, interaction, and work, with interaction adjustment being the most challenging for expatriates.

Which aspects of performance are most influenced by cross-cultural adjustment?add

The study notes that cross-cultural adjustment enhances both technical and contextual performance, influencing overall effectiveness during international assignments.

What is the relationship between expatriate adjustment and assignment completion?add

The research suggests that cross-cultural adjustment significantly influences the intention to complete assignments, as successful adjustment correlates with lower premature return rates.