P) Chapter 12 Toh DeNisi Leonardelli Final.pdf

P) Chapter 12 Toh DeNisi Leonardelli Final.pdf - The...

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1 The Perspective of Host Country Nationals in Socializing Expatriates: The Importance of Foreign-Local Relations Soo Min Toh Rotman School of Management University of Toronto Angelo S. DeNisi A. B. Freeman School of Business Tulane University Geoffrey J. Leonardelli Rotman School of Management University of Toronto
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2 Abstract Failure to adapt is one of the most often cited reasons for the premature return of expatriate assignees. This chapter reviews and builds on research that suggests that the expatriate socialization process involves multiple stakeholders. We review the state of the expatriate socialization literature and introduce recent theoretical developments on the process of expatriate socialization by adopting the host country national’s (HCN) perspective, and propose that HCNs have a potentially important role as socializing agents for expatriates. Drawing on social identity and justice theories, we identify relevant social cognitions and organizational practice that influence HCN coworkers’ decision to play this role – providing social support and sharing information with expatriates. A broader definition of expatriate success that includes the outcomes of HCNs is also proposed. We conclude by highlighting new theoretical perspectives and research directions for developing our understanding of the expatriate socialization processes. Keywords: expatriate socialization, information sharing, host country nationals, social identity theory, failure to adapt, procedural justice, multinational corporations, expatriates
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3 As organizations venture into overseas markets, expatriate employees, and the local people of the foreign subsidiary, also known as host country nationals (HCN), are added into the multinational organization’s workforce. With the rapid globalization of economies in the past several decades, research on expatriation and the effectiveness of their human resource strategies regarding their success has seen tremendous interest among organizational scientists. Expatriates are individuals who have been assigned to work in a country that is not the country of their birth. They are often utilized by multinational organizations to exert direct control, and coordinate subsidiary units for the parent company, and to further the strategic goals of the parent (Harzing, 2001; Martinko & Douglas, 1999). Expatriates may be parent country nationals (i.e., expatriates who originate from the headquarters or parent company country of the multinational corporation), third country nationals (i.e., expatriates neither of the parent nor the host country), or inpatriates (i.e., foreign nationals who live and work in the parent country; Reiche & Harzing, 2011). Expatriates may be assigned by their employer to be relocated to the foreign location, or may initiate the relocation themselves (self-initiated expatriates; Gupta & Govindarajan, 1994; Inkson, Arthur, Pringle, & Barry, 1997; Lee, 2005). In many cases, expatriate assignments are time-limited where expatriates expect or are expected to return back to their home countries after the assignment is completed.
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