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Anchored on the conservation of resources (COR) theory, this study examines the direct impact of psychological capital (PsyCap) on the level of burnout experienced by Chinese expatriates working in Thailand. The social support offered by host country national (HCN) coworkers is postulated as the mediator that might transfer the impact of PsyCap on burnout. In addition, this study taps whether Chinese expatriates' personal factors, including gender and host language proficiency, might intensify or attenuate the role of PsyCap on HCN coworker support.

From the Chinese expatriates who are working for 15 Chinese subsidiaries in Thailand, 413 valid questionnaires were collected. Partial least squares structural equation modeling (PLS-SEM) was employed for data analysis.

The result confirms a negative linkage between PsyCap and burnout, with HCN coworker support as the partial mediator. Furthermore, the moderation estimation reports that the positive role of PsyCap on HCN coworker support is particularly attenuated for the Chinese expatriates who are female and who have a high level of host language proficiency.

The finding of this study offers additional knowledge to the literature by utilizing the COR theory to elucidate the mechanism under which PsyCap can protect the expatriates from burnout through the mediator of HCN coworker support. The study also reveals that the beneficial role of PsyCap in facilitating the availability of HCN coworker support could be contingent on some personal factors relating to the Chinese expatriates.

The purpose of this paper is to develop and present a conceptual model of expatriate–host country national (HCN) interaction that explains how organizations can help increase cooperation between expatriates and HCNs by facilitating interaction between expatriates and HCNs.

The authors draw upon intergroup contact theory to develop a process model which describes the processes critical to “the effectiveness of the expatriate–HCN relationship,” from both the expatriate and HCN perspectives.

HCN–expatriate interactions are critical to the success of both expatriates and HCNs, but such interactions should not be left to chance – instead, organizations should intervene and facilitate conditions that foster such interactions, which can lead to better understanding and appreciation of each other. This would ensure that both expatriates and HCNs have a better understanding of the critical role played by the other party, and thus be willing to offer relevant and necessary support at the right time.

Prior research reveals that most expatriate–HCN interactions are left to the individuals themselves and are thus subject to stereotypes, misperceptions and even unfulfilled expectations. By intervening in this process, and providing relevant information about each other to both parties, organizations can facilitate higher quality interactions, help reduce or remove stereotypes and increase the chances that both parties receive required and relevant information on a timely basis from each other.

The authors specifically discuss how interpersonal expatriate–HCN interactions allow the two parties to become acquainted with each other, when the effects of such interactions can be strengthened, and what the resultant effects are in terms of expatriate–HCN relationships.

Although several authors have suggested that host country nationals (HCNs) play an important role in the management of expatriates (e.g. Toh and DeNisi, 2003; Farh et al., 2010), research has also suggested that this relationship is not always good, and the flow of critical information to expatriates can be limited. This is especially true when HCNs categorize the expatriates as “out-group” members. The purpose of this paper is to examine potential determinants of categorization decisions as well as potential outcomes related to expatriate socialization.

The paper employs a dyadic survey approach to determine the antecedents to expatriate categorization and HCN socialization behaviors from the perspective of both the expatriate and HCN.

The results of survey data from 65 expatriate-HCN dyads indicated that expatriate ethnocentrism and the salience of the expatriates’ nationality were important predictors of categorization, but that categorization was related to only one dimension of socialization. However, affect was found to play a role in predicting socialization behaviors.

There is potential selection bias since expatriates chose HCNs as respondents, but results suggested this was not a serious problem. Other limitations include a relatively small sample size and the fact that a number of contextual issues such as national stereotypes and MNC strategy, are not controlled for.

Implications of these findings for the successful management of expatriate assignments include sending over expatriates with the right relational skills, and those low in ethnocentrism, rather than just the right technical skills.

The present study was one of the first to empirically test the potential role of categorization in the process of socialization.

International assignments are an effective tool to develop employees' cultural competencies, yet expatriate failure rates remain high. This paper aims to examine salient stakeholders' (i.e. organisations, host country nationals (HCNs) and spouses) support as antecedents of expatriates' work adjustment and task performance. It also explores work adjustment as a mediator between support and task performance.

Adopting the quantitative approach, survey data were collected from 112 expatriates who were married and based in organisations in Malaysia. Partial least squares-structural equation modelling was employed to analyse the data.

The findings validate the direct influences of perceived organisational support (POS) on work adjustment, HCN support on work adjustment, and spousal support on task performance. The indirect effect of HCN support on task performance through work adjustment was also established. When expatriates' work adjustment improves as a result of receiving HCN support, their task performance is enhanced.

This study evidences that expatriate-hiring firms should provide suitable support for expatriates when they work overseas. Local employees and spouses should likewise be tasked to help expatriates maximise their full potential in achieving successful performance in their assignments.

The contribution of this study is the exploration of the relationships between support, work adjustment and task performance among expatriates. It also adds to the limited knowledge on the role of specific stakeholders in the expatriate context.

To enlarge the focus on international mentoring beyond traditional company-assigned expatriates, this conceptual paper examines important contexts and dynamics of intercultural mentoring involving traditional expatriates and host country nationals (HCNs), with both as mentors and mentees.

This conceptual paper explores how intercultural mentoring in different contexts can guide the individual professional development of expatriates and HCNs, and in doing so, contributes to MNC knowledge management and organization development.

Major contributions of this paper include increased attention to the role of culture in mentoring, and an illumination of important intercultural mentoring opportunities and imperatives involving traditional company-assigned expatriates and HCNs, who are key global talent players in MNC knowledge management and overall operations performance. This paper also provides practical recommendations on how organizations can facilitate mentoring within a global context, as well as suggestions for viable avenues for future research, including further extending the global talent reach of international mentoring.

This paper emphasizes the importance of taking the intercultural context into account when planning and managing mentoring in MNCs and outlines how culture can affect mentoring relationships involving traditional company-assigned expatriates and HCNs. This contextual aspect has often been neglected in the extant literature, yet can be crucial for the success of mentoring relationships that cross cultural borders. With its inclusion of HCNs, this paper also expands the picture of international mentoring beyond the traditional focus on company-assigned expatriates.

Despite being one of the most used dependent variables in expatriate management research, no clear-cut understanding exists of what expatriate success means. Thus, this study aims to propose an integrative definition of expatriate success by providing an overview of expatriate success's dimensions, antecedents, and their interplay.

A systematic literature review (SLR) was conducted to achieve the purpose. A total of 249 empirical studies (quantitative 111, qualitative 50, mixed-methods 17), literature reviews (67) and meta-analyses (4) on expatriate success were reviewed from Web of Science and Scopus databases published from 1990 until December 2021. The study selection criteria followed the PRISMA flowchart steps, and then descriptive and network analyses were performed to identify expatriates' success dimensions, antecedents and their interplay.

The findings show the interplay among antecedents and dimensions of expatriate success across three levels (individual, interpersonal and organisational) to clarify the concept of expatriate success. Also, the study offers a comprehensive definition of expatriate success based on the dimensions identified.

The suggested definition of expatriate success elucidates the “atheoretical”, multidimensional and socially constructed nature of the construct and hence, calls for more “theoretical”, multidimensional and subjective considerations of the term to ground human resource management practices addressed to attain expatriates' success.

This paper provides an integrative definition of expatriate success, giving greater insight into the construct, in addition to critically reflecting on it.

This paper illuminates the distinction between individual and organizational actors in business-to-business markets as well as the coexistence of formal and informal mechanisms of coordination in multinational corporations. The main questions addressed include the following. (1) What factors influence the occurrence of personal contacts of foreign subsidiary managers in industrial multinational corporations? (2) How such personal contacts enable coordination in industrial markets and within multinational firms? The theoretical context of the paper is based on: (1) the interaction approach to industrial markets, (2) the network approach to industrial markets, and (3) the process approach to multinational management. The unit of analysis is the foreign subsidiary manager as the focal actor of a contact network. The paper is empirically focused on Portuguese sales subsidiaries of Finnish multinational corporations, which are managed by either a parent country national (Finnish), a host country national (Portuguese) or a third country national. The paper suggests eight scenarios of individual dependence and uncertainty, which are determined by individual, organizational, and/or market factors. Such scenarios are, in turn, thought to require personal contacts with specific functions. The paper suggests eight interpersonal roles of foreign subsidiary managers, by which the functions of their personal contacts enable inter-firm coordination in industrial markets. In addition, the paper suggests eight propositions on how the functions of their personal contacts enable centralization, formalization, socialization and horizontal communication in multinational corporations.

Aims to examine within the theoretical construct of absorptive capacity several forms of host country national (HCN) learning, leading to improved productivity in the foreign operation, and ultimately yielding more effective knowledge generation and flow throughout the multinational corporation (MNC).

Used open‐ended exploratory field interviews with 51 host country human resource and middle managers in 49 different MNC foreign subsidiaries with headquarters in six different countries. Learning needs in three major employee levels of operative, supervisory/middle management, and upper management were examined. Notes from the interviews were recorded by hand and combined and analyzed for evidence of potentially beneficial forms of HCN learning using procedures of domain and theme analysis in taxonomy development.

A total of 12 categories of potentially beneficial forms of HCN learning were identified and discussed relative to their contributions to increased absorptive capacity. These forms of learning included such areas as new employee orientation and entry job skills, MNC predominant language, MNC home country cross‐cultural awareness, supervision and technical operations management skills, expatriate coaching and liaison skills, and MNC strategy and culture.

Provides helpful insights on absorptive capacity to promote further theory development, as well as practical guidance for future HCN training to enhance the effective transfer of management knowledge and practice.

Past research in international management has had a predominant focus on expatriates, failing to identify important contributions that can be made by host country nationals to promote the effective transfer of knowledge throughout the multinational organization.

The support of host country nationals (HCNs) is critical for expatriate adjustment and performance. Drawing from social identity theory and self-categorization theory, this study investigates the antecedents of HCNs' support toward expatriates in Central/South America, focusing on cultural similarities and expatriate race.

We conducted a quasi-experimental study to understand the antecedents that promote the willingness of HCNs to offer required support to expatriates. Data were gathered from 117 Latin American participants, who were asked to respond to questions about their perceptions of expatriates from the USA and their willingness to offer support to those expatriates.

Overall, our findings suggest that HCNs are likely to provide support to expatriates when they perceive the expatriates as similar in terms of culture and race. Specifically, African Americans received more positive attitudes and support than White Americans in South/Central America. The effect of cultural similarity on HCN willingness to support expatriates was mediated by perceived trustworthiness.

The present study extends the research on HCN support to expatriates, to Central/South America, an important region that has been under-studied in the expatriate–HCN context. Another novel feature of our study is that we investigate the role of expatriate race and cultural similarity and illuminate the underlying mechanism of the relationship between expatriate race and HCN support.