Search results

Social well-being is the perception and feeling of belongingness and integration within the community and the broader society. For self-initiated expatriates (SIEs) who rely on their own personal resources and network, the achievement of high levels of social well-being can be challenging (compared to corporate-initiated expatriates who typically receive pre-departure training and relocation assistance from their employers). Hence, in this study, we examine personal factors and theoretically ground how they can be helpful and influence the achievement of high levels of social well-being among SIEs.

The authors conducted a survey study (n = 215) involving SIEs to determine how specific personal factors influence the achievement of social well-being.

The authors analyzed the data using PROCESS approach and results show that cultural intelligence positively and significantly relates to social well-being. In addition, cross-cultural adjustment is shown to exert an influence as a mediator and further found to be moderated by a personality trait (i.e. emotional stability). Supplementary analyses further show support for the critical role of each of the dimensions of cultural intelligence in the moderated-mediation process.

This study offers novel insights relevant for SIEs who move in to another country and try to socially integrate without any support from employers. The study highlights how personal resources and capabilities could help in the achievement of social well-being. Specifically, the findings suggest the important role of cultural intelligence which needs to be developed prior and after the relocation. Also, the study suggests how a personality trait such as emotional stability can be tapped to increase the likelihood of achieving social well-being among SIEs.

Drawing from theoretical perspectives on social identity, self-categorization, intelligence and leader–member exchange, the purpose of this paper is to develop and test a moderated-moderation model involving a member’s task performance in global virtual team.

A survey study was conducted involving both team members and their respective team leaders in global virtual teams (GVTs) in a multinational firm based in the Philippines.

Results demonstrate that a member’s perceived cultural dissimilarity is significantly but negatively related to his or her task performance (as rated by the team leader). Also, results show that a team member’s cultural intelligence (CQ) (as rated by the team leader) exerts a moderating influence in the relationship between perceived cultural dissimilarity and task performance. Lastly, team leader’s CQ (as rated by the team member) exerts a moderating influence on the relationship between perceived cultural dissimilarity and team member’s CQ which consequently impacts a team member’s task performance.

This study contributes to the literature particularly adding to the growing body of literature that identifies factors contributing to the effectiveness of GVTs. Specifically, the authors highlight the critical role of CQ of both team member and team leader in reducing the negative influence of perceived cultural dissimilarity on individual task performance. This study also offers practical recommendations on how to effectively develop and enhance CQ in GVTs so that high levels of effectiveness particularly when delivering the tasks are ensured.

This study contributes to the literature by explicating why individuals become effective in performing tasks in intercultural context. Drawing from the social axioms theory and intelligence theory, this study specifically investigates and generates new insights about the role of social complexity belief and cultural intelligence (CQ) in enhancing intercultural task performance.

Two sets of studies were conducted. Study 1 was conducted in Australia (n = 222) wherein survey data were collected from employees (i.e. self-reports). In a subsequent study which was conducted in the Philippines (Study 2; n = 211), archival data were obtained from the annual performance reviews of the employees (provided by immediate supervisors) in addition to the employees' self-reports.

Results are validated in both studies that social complexity belief relates positively and significantly to intercultural task performance. Moreover, results show that social complexity belief influences overall CQ (and its cognitive and metacognitive dimensions) and in the process impacts intercultural task performance.

This study offers new insights related to intercultural task performance effectiveness. In particular, this study highlights the role of social complexity belief system. Furthermore, this study extends the nomological network of CQ by explicating how an individual's belief can relate to his/her level of CQ which then influences intercultural task performance. Aside from generating knowledge, this study also offers practical insights for human resources practitioners and for employees who are finding new ways to improve and enhance intercultural task performance.

The purpose of this paper is to examine the role of human resources (HR) leaders in disaster preparedness and response efforts of organizations. The study used Bronfenbrenner's Ecological Systems Theory as anchor and was conducted in the Philippines – a country that regularly experiences disruptions due to disasters.

The study utilized a phenomenological approach in gathering and analyzing data from semi-structured interviews with 16 HR leaders. They hold either an executive or managerial position and belong to organizations situated in areas that have experienced disasters within the past two years. The areas are likewise prone to further experience of disasters such as flooding, earthquake and volcanic eruption as identified by international disaster watch organizations.

Results surfaced three superordinate themes that reflect the role of HR in disaster situations – (1) contributor to the business continuity plan formulation and implementation; (2) in-charge of building a disaster-resilient culture; and (3) primary unit that takes care of employee wellbeing and welfare during and post-disaster.

The study identified factors that can help HR in fulfilling its role of surfacing and addressing employee needs amidst disasters.

The study expands literature on strategic human resource management by describing the positioning of HR in disaster preparedness and response efforts of organizations and illustrates how HR puts focus on the human side of organizational crises management.

Artificial intelligence (AI) continues to be deployed in workplaces. While there are many positive outcomes of AI integration, understanding the extent of its consequences on employees is limited. Hence, this study examines employee perceptions of AI and the consequent influences on employee job attitudes and career behaviors. Utilizing the career self-management perspective, the authors explore the mechanisms related to employee perceptions of AI and potential career exploration behaviors.

The authors tested several hypotheses using employee survey data (N = 345 call center agents) collected from a firm that recently integrated AI in their operations. The authors collected data on four occasions (one-week intervals between data collection) to determine employee perceptions of AI taking over jobs (Time 1); job insecurity (Time 2); psychological distress (Time 3); and career exploration behavior (Time 4).

The findings reveal that perceptions of AI taking over jobs are significantly associated with higher career exploration behaviors. In addition, the authors found job insecurity and psychological distress as pathways that explain why employees having perceptions of AI taking over their jobs influences their career exploration behaviors.

These findings fill a gap in the literature by revealing how AI integration in the workplace, despite its many positive outcomes for organizations, can have a negative influence on employees. The negative employee perceptions of AI can lead to career exploration behaviors. From the career self-management perspective, the authors offer novel insights that have practical implications for talent management, particularly the need to communicate effectively to employees about AI integration in the workplace to avoid them feeling threatened and leaving their jobs.

Drawing from Social Learning Theory and Multiple Loci of Intelligence Theory, the purpose of this paper is to assert that, through the mechanisms of social learning and role modeling, perceived ethical leadership is positively and significantly related to ethical behavior of individual members of global teams. Moreover, this study argues that perceived cultural intelligence (CQ) of leaders which consists of perceptions of members regarding leader’s cultural knowledge and skills on how to act ethically in different cultural contexts would moderate the relationship between ethical leadership and ethical behavior of individual members of global teams.

To test these assertions, a survey study was conducted involving individual members of global teams in Australia (n=234).

Results demonstrate that perceived ethical leadership is positively and significantly related to an individual’s ethical behavior. Furthermore, results show that perceived leader’s CQ serves as a moderator in strengthening the relationship between perceived ethical leadership and individual member’s display of ethical behavior.

This study fills the gaps in the literature by examining ethical behavior of individual members of culturally diverse teams and the role that leaders play in influencing their individual display of ethical behavior. Such knowledge can provide insights particularly for human resource practitioners on how to effectively generate and ensure the display of ethical behavior in contexts that are culturally diverse like in global teams.

Studies have explored perceptions of human resource management (HRM) system strength and how they can relate to employee-level outcomes. However, the authors understand little about the boundary conditions for such relationships. Here, the authors apply signaling theory to explain the relationship between HRM system strength and affective commitment as well as the role of an organization's communication climate and organizational collectivism.

The authors conducted an initial study among HR practitioners (N = 115) to determine their perception of HRM system strength, its outcomes and boundary conditions. The authors then conducted a second study to increase the reliability of our earlier findings by focusing on non-HR employees (N = 179).

The findings in both studies indicate that employee perceptions of HRM system strength positively and significantly relate to affective commitment. Moreover, the results show support for the moderating roles of both communication climate and organizational collectivism. These findings are novel and extend the nomological network of employee perceived HRM system strength.

These findings offer valuable practical insights regarding approaches to strengthen the relationship between HRM system strength and affective commitment. In particular, we offer practical recommendations pointing to the relevance of improving the communication climate as well as the sense of belonging within the organization (organizational collectivism).

The purpose of this paper is to provide new insights into religious expatriates’ cultural intelligence, adaptation and the role of motivation. Drawing mainly from the theory of intelligence (Sternberg, 1999) and theory of self-determination (Deci and Ryan, 2000), the study posits that cultural intelligence of a religious expatriate is positively and significantly related to his or her psychological and sociocultural adaptation. Moreover, the study hypothesizes that intrinsic motivation, as a type of motivation, plays a significant role in moderating the relationship between cultural intelligence and adaptation (both psychological and sociocultural).

In total, 110 religious expatriates from various religious communities were surveyed. They were asked to rate their cultural intelligence, intrinsic motivation and adaptation (i.e. psychological and sociocultural).

The results demonstrate that cultural intelligence is positively and significantly related to both psychological and sociocultural adaptation. Furthermore, results show that intrinsic motivation, as a type of motivation, moderates the relationship between cultural intelligence and adaptation (both psychological and sociocultural).

The study contributes to the limited studies on non-corporate expatriation focusing mainly on religious expatriation. In addition, it adds value by generating new insights into the importance not only of cultural intelligence but also of intrinsic motivation in ensuring high levels of psychological and sociocultural adaptation. It further offers a number of practical insights that can be relevant for both corporate and non-corporate expatriates.

How do knowledge-intensive technology-based offshore information technology service providers (ITSPs) in developing countries sustain their innovation and remain competitive? The purpose of this paper is to answer this question by drawing from the knowledge-based view of firm innovation to argue that organisational collectivism (COLL) plays a crucial role in influencing the effects of knowledge-based capabilities on innovation of ITSPs.

The study develops a model which shows that learning mediates the effects of knowledge sharing on innovation and that COLL moderates the effects of knowledge sharing on both innovation and learning. A moderated-mediation model is tested using structural equation modelling techniques and data (n=388) from a survey of ITSPs in the Philippines.

The results show that knowledge sharing capability is positively related to innovation and that organisational learning capability fully mediates the effects of knowledge sharing on innovation. Moreover, COLL is found to significantly and positively moderate the effects of knowledge sharing on both organisational learning and innovation. The results indicate that organisational learning serves as the mechanism that transforms knowledge into innovation, but this effect is contingent on COLL of ITSPs.

The findings suggest that ITSPs from developing countries can look beyond costly investments in research and development activities to invigorate their innovative capabilities. ITSPs can focus on the development of their intangible assets such as COLL to enhance the effects of knowledge-based resources on innovation for sustaining their competitiveness.

The moderated-mediation analytical approach to assessing the joint effects of knowledge sharing, organisational learning and collectivism on innovation is novel. The significant effects of the moderator suggest that the mediation mechanisms might differ depending on the levels of development of COLL in the organisation.

Drawing on proactivity literature, the purpose of this paper is to investigate the relationship between employee’s proactive career planning (taking initiative to prepare for one’s career) and proactive career enacting (taking initiative to act on career plans). This study also looks into the influence of proactive personality and cognitive complexity in the relationship between proactive career planning and proactive career enacting.

Survey data were collected in Australia (study 1; n=271) and were tested using structural equation modeling. Another set of survey data were collected in a different cultural context in the Philippines (study 2; n=215) for cross-cultural validation.

Results show that proactive career planning and proactive career enacting are positively and significantly related in both cultural contexts. Results also show that proactive personality or the stable disposition of an individual to take initiative and be involved in future-oriented actions plays a significant role in moderating the relationship between proactive career planning and proactive career enacting. In addition, results show that cognitive complexity which pertains to an individual’s capacity to construe social behaviors in multidimensional ways moderates the relationship between proactive career planning and proactive career enacting.

In today’s turbulent environment, employees need to be proactive when developing their careers. This study highlights the importance of being proactive when managing one’s career. Employees’ proactive personality and cognitive complexity also help in strengthening the link between proactive career planning and proactive career enacting, hence, these individual-level characteristics need to be developed and enhanced in organizations.

This study is valuable as it extends and advances the understanding on how proactivity (proactive career planning, proactive career enacting, proactive personality) and cognitive complexity can contribute to career development of employees.