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Multinational corporations (MNCs) at their foreign subsidiaries hire local employees, whose cultural values may differ from the organisations' home cultures. Such value differences may pose managerial difficulties, making it critical to observe whether working at MNCs changes local employees' cultural values, reducing these differences. This study investigates how and to what extent local employees from a collectivistic culture acculturate their ethics-related values when working at MNCs' foreign subsidiaries. The authors examine (1) whether local employees change their values to become closer to the MNCs' home cultures, and if so, (2) whether the cultural distance between the MNCs' home and host national cultures affect the degree of such adaptation.

Survey data were collected through stratified random sampling from Thai employees of a Japanese-owned MNC (n = 196), a UK-owned MNC (n = 143) and a Thai-owned organisation (n = 137), all operating in Thailand. Hypotheses were developed using Berry's bidimensional acculturation model and were tested using OLS and logistic regression analyses.

The study's findings indicate that MNCs' local employees from collectivistic cultures adopt Berry's integration acculturation strategy and acculturate their ethics-related values – collectivism, ethical relativism, collective responsibility preference and executive pay differentiation tolerance – towards the values prevalent in MNCs' home cultures. Overall, acculturation is greater when cultural distance is greater. New insights are presented in relation to collective responsibility preference and pay differentiation tolerance.

Findings add to current knowledge on acculturation in management by (1) providing new insights into value acculturation (2) utilising Berry's acculturation model to analyse employees' acculturation within an organisation in the context of an emerging economy, outside the more frequently studied topic of mergers and acquisitions, and (3) investigating the impact of cultural distance on the degree of employee acculturation outside the field of expatriate adjustment.

The purpose of this paper is to provide hotel brand managers with a robust measure to evaluate brand equity as an outcome of brand strategies, as well as to gain insight into what contributes to hotel brand equity.

A quantitative methodology was adopted including the development of a survey questionnaire that allows for the measurement of the six constructs contained within Berry's service‐branding model. The development of the survey instrument followed a two‐stage process. In the initial stage, pretested items were generated from the research literature. The second stage involved conducting focus groups to identify and eliminate deficiencies of the questionnaire. Data were collected using a self‐administered survey via central location intercept across multiple tourist attractions in a major tourist destination in Australia. The sample of the present study consisted of 288 respondents who have previously stayed in a hotel organisation.

Using Berry's service‐branding model as a conceptual framework, a robust measure of hotel brand equity has been developed and validated. In doing so, the results of this paper indicate that for experienced hotel customers, service experience is most influential in determining brand meaning (i.e. the customer's dominant perceptions and impression of the brand). Such brand meaning in turn serves as the primary contributor to brand equity. The effect of brand awareness on brand equity is however found to be not significant.

In establishing effective brand management practices and to realise positive and sustainable brand equity, hotel brand managers, need to have an equal focus on managing the brand internally as well as externally.

The findings provide a sound conceptual framework and robust measure through which hotel brand managers can effectively build, measure and manage hotel brand equity from the customer's perspective.

The paper provides an empirical examination of Berry's service‐branding model. In doing so, it provides hotel brand managers with a robust service brand measure to assess brand equity as an outcome of brand strategies. Further, the results give insight into the process by which hotel brand equity is built.

The literature on expatriation rarely considers environmental stressors beyond cultural differences or interaction adjustment from the standpoint of host country nationals (HCNs). The authors develop a typology of expatriate–HCN interaction adjustment in response to a call to investigate the conditions under which pandemic stress facilitates cohesion or division among culturally diverse colleagues.

The typology is based on Berry’s acculturation model, developed with conservation of resources theory and extended with the dual-concerns problem-solving framework from the conflict management literature.

The authors propose that expatriate and HCN perceptions of resource adequacy to cope with pandemic stress shape their choice of adjustment mode, and that contextual resources, including those provided by the organization, are critical. An Integration adjustment mode characterized by perceptions of adequate contextual resources and collaborative problem-solving is proposed to be most beneficial in the context of a pandemic to foster cohesion among culturally diverse colleagues, while a Separation mode characterized by perceptions of inadequate contextual resources and competitive problem-solving is proposed to foster division. Theoretical and practical contributions are provided.

The study takes a novel interdisciplinary approach to develop a contextualized typology of interaction adjustment between expatriates and HCNs. It contributes to the literature on managing multinational enterprise stakeholders in high-risk environments and offers insights into the formulation of international HRM policies and practices during a pandemic that are applicable to other high-risk contexts.

The purpose is to construct an analytical framework that encapsulates implications for the marketing offering of service firms as a result of observed intra-national ethnic diversity in these firms' markets of operation.

This is a conceptual approach which promotes the idea that acculturation matters for service firms operating in multicultural markets and adopts relevant propositions related to service firms' strategy in such markets.

Integrating fragmented insights from consumer behaviour and multicultural marketing, the study suggests that the various interactions and contacts between ethnic groups in a multicultural country can generate acculturation outcomes that lend themselves to novel avenues for empirical research. These avenues move beyond a research focus on the presence of ethnic groups as stand-alone entities of intra-ethnic uniformity.

Firms with a broader market horizon in a multicultural market can employ acculturation in their marketing strategy since an exclusive focus on ethnicity as a basis of segmenting the market reveals shortcomings. Otherwise, a myopic approach that ignores cross-ethnic interactions may lead to bypassing opportunities for more considerate market responses by a service firm.

To the best of the authors' knowledge, this is the only acculturation study in a services context that offers an analytical framework and propositions that can be used as a guide for multicultural, services marketing researchers and practitioners that see the market in a holistic fashion.

This study examines the effect of four acculturation strategies (integration, assimilation, separation and marginalisation) on identification with and consumption of American football for the Asian population in the United States. Using Berry's (1990, 1997) bi-dimensional model of acculturation as a theoretical framework, significant differences (based on the four acculturation strategies) between football identification and consumption were found. In addition, this study examines the relationships between acculturation, ethnic identity, identification with, and consumption of, the sport among the Asian population. The results indicate that acculturation plays a significant role in explaining participants' identification with, and consumption of, the sport, whereas ethnic identity does not.

This study aims to test the relationship between two measures of sociocultural adjustment (perceived acceptance and work standard) with work attitudes and behavior and with psychological distress following an internal merger of two previously distinct working groups within the one business.

A field study, using a cross‐sectional design, was used to assess the reactions of 250 employees (host employees=170; relocated employees=80) who had undergone an internal merger within a communications company.

Perceived acceptance and work standards following the merger were significantly related to work attitudes and behavior for both the host and the relocated employees. There was no direct relationship between perceived acceptance and work standards with psychological distress. However, work attitudes and behavior were found to mediate the indirect effect of perceived acceptance and work standards on psychological distress.

The findings must be considered within the limitations of the study which include the use of a cross‐sectional design and testing within one business setting.

The research suggests that ensuring that employees from both pre‐merger groups are assisted in feeling accepted in the new culture and that both groups are giving support and resources to maintain work standards are important factors in managing post‐merger integration.

The study is the first to empirically test Berry's concepts of sociocultural adjustment, neutrality and asymmetry within an internal business merger.

As the importance of brands is realised, so too is the importance of research in this area. However, to date, a number of branding models have been developed that lack empirical testing, are derived from the perspective of brand practitioners, and pay little attention to the branding of services. This study seeks consumer‐based information via qualitative methods regarding brand dimensions that hold meaning to consumers for both branded products and branded services. The results indicate a number of key dimensions to be such as core product/service, experience with brand, image of user, important to consumers for both goods and services. Dimensions such as feelings, and self‐image congruence, were found to be important only in terms of branded products, while word‐of‐mouth, servicescape, and employees, held importance with respect to branded services. The results provide a platform upon which future research can be built.

This paper considers the nature and effect of accounting disturbances on organizational micro-practices in three secondary schools in England. A close application of a developed model of Habermasian colonization provides a framing for both the ways in which accounting is implicated in organizational change and the effect of accounting disturbances on organizational micro-practices.

Qualitative field studies at three secondary schools were used to gather empirical detail in the form of interview data and documentary evidence. A total of 24 semi-structured interviews were conducted with teachers and bursars.

Accounting disturbances that were constitutive-transactional in nature had the greatest influence on organizational micro-practices. Behavioural responses to accounting disturbances can be organizationally ambiguous, subtle and subject to change over time.

More field studies are needed, and there is scope to develop a longitudinal perspective to better understand the impact of accounting disturbances over time.

By framing the processes of accounting change using a developed model of Habermasian colonization, contributions are provided by illuminating aspects of both the processes of accounting colonization and the impact of accounting on organizational micro-practices. The findings also add to prior appreciations of reciprocal colonization, creative transformation of accounting disturbances and how accounting can be enabling.

The purpose of this paper is to bring to light the double edges faced by individuals who have international and multicultural experiences. The implication is that these individuals encounter acculturation challenges, and also gain from their multiculturality. The authors adopt Berry’s (2011) integration and multiculturalism framework to analyze the experiences and challenges that multi-culturals face. This paper suggests ways to glean the silver lining within organizations to help manage and master multicultural experiences in the workplace to benefit both individuals and organizations.

The authors used empirical materials from expatriates who have worked across multiple cultural contexts. Based on these the authors present three examples to illustrate how expatriates and multicultural individuals place themselves in situations where they experience contact and challenges associated with adopting multiple cultures. The authors then analyze these examples to show how the experiences involve psychological-level integration challenges for Multi- and n-culturals.

The three multicultural expatriate examples suggest that individuals with international and multicultural experiences who are successful at managing their experiences develop cognitive and behavioral complexity. However, these individuals also face continuous acculturation including cognitive and ethno-cultural identity conflicts such as, rejection from multiple cultural perspectives because they continually cross-multiple cultural microcosms. Suggestions are presented to help maintain one’s sense of self-worth and minimizing ethno-cultural conflicts.

Notwithstanding the value of analyzing the examples of expatriate acculturation experiences, the limitation to the examples is that it is limited to the experience of three individuals. However, the examples were effective in raising points to discuss relevant challenges and/or the double-edged reality faced by boundary spanners, multi-, and n-culturals.

The paper presents possible ways multi- and n-culturals navigate through their multiculturalism, including suggestions to help individuals who struggle with their multiculturalism through mentoring.

The paper highlights the challenges of acculturation and suggests ways that individuals can overcome these challenges. It further suggests how organizations can take advantage of such individuals by utilizing existing personnel within the organization.

The paper is one of the few that acknowledge multiculturalism is highly challenging even for successful multi-culturals and n-culturals. Currently the literature is scant concerning how individuals can manage and master multicultural experiences in the workplace. The paper suggests a number of useful strategies for individuals and organizations to manage the challenges.

This paper aims to examine ethnographic evidence on the acculturation of non-native English-speaking teachers in accounting (ANNESTs) in an Australian university to understand the process, strategies and outcomes of the acculturation process.

Ethnographies of five ANNESTs representing diverse cultural backgrounds were studied. Data were collected from publicly available sources and informal discussions supplemented by semi-structured interviews.

The findings show that integration – that is, learning and participating in the Australian host culture while maintaining original cultural values – is the most popular acculturation strategy, followed by assimilation, whereby ANNESTs interact primarily with the host culture and retain loose links with their original culture. ANNESTs covered in this study fall into different stages of the acculturation process depending on their English language competency, the extent of contact with native Australians, cultural proximity and length of residence in Australia.

This paper concludes that challenges of acculturation confronting ANNESTs concern broader cultural issues than language proficiency alone. Institutional support directed at enhancing teaching effectiveness of ANNESTs should be devised from this perspective.

Given the cultural relevance of accounting systems and the influence of culture on the learning and teaching styles of ANNEST, the study illuminates that ANNEST’s acculturation strategies could facilitate or hinder the ANNEST’s speed of cultural understanding necessary to productively engage in the learning and teaching.