Search results

This study investigates the influence of cross-cultural stable and dynamic competencies on expatriate adaptation and outcomes.

This study surveys 10 expatriates in Taiwan and conducts qualitative analysis based on the newly collected original data.

The study's results confirm that cross-cultural stable and dynamic competencies improve expatriates' cross-cultural adaptation, enhancing expatriate outcomes in cross-cultural environments.

This study contributes to cross-cultural management research by clarifying the characteristics and action mechanisms of cross-cultural stable competencies (including cultural empathy, emotional stability, social initiative, open-mindedness and flexibility) and cross-cultural dynamic competencies (including relational skills, general self-efficacy and non-ethnocentrism) in the international business context. The study's findings suggest future research directions in the empirical investigation of the antecedents, characteristics and results of cross-cultural competencies, cross-cultural adaptation and expatriate outcomes.

Members' behaviour to support change is a critical factor in organisational change. Building on social cognitive theory, this research investigates how empowering leadership (EL) contributes to behavioural support for change in higher education. The paper argues that the relationship between EL and behavioural support for change is moderated by diversity climate.

To test the hypotheses, 107 colleges from the highest-ranking 11 universities in Indonesia, consisting of 1,634 faculties, participated in this study.

Members would experience higher support for change with EL. Furthermore, the positive relationship between EL and behavioural support for change was stronger in members who perceived a more diverse climate.

This study empirically tested how behaviour to support change was determined by leaders' empowering behaviour based on social cognitive theory in a high-power distance culture. In terms of its methodological contributions, this study used a multi-level analysis in order to test EL. Finally, the research on behavioural support for change has been expanded upon through a unit-level analysis.

While the importance of salesperson market orientation behavior (SMOB) is widely acknowledged, as evidenced by the increasing research attention this concept is receiving, discussion of its antecedents and consequences in the literature remains limited. The purpose of this paper is to focus on the antecedents of SMOB and the underlying process through which it influences sales performance.

A causal model was developed to analyze the antecedents and consequences of SMOB. This proposed model and various hypotheses were tested using data obtained from a sample of 264 salespeople in the Taiwanese financial services industry.

The learning orientation and behavioral controls of salespeople positively influence SMOB. In addition, SMOB plays a critical role in improving two types of “working-smart” behaviors (i.e., sales planning and adaptive selling), thereby achieving better sales performance.

This report sheds light on the importance of SMOB in today’s personal sales environment and uncovers the underlying mechanisms through which SMOB contributes to sales performance. It also offers specific guidelines for the assessment and management of SMOB to enhance the performance of salespeople within the financial services industry.

Maintains that women in the USA have much more leadership chances, less harassment and more respect from subordinates than Japanese women (who live in a male‐dominated world), who are reluctant to make decisions or take risks without consultations. Observes that women from Taiwan seem to have a much more transactional leadership style – taking risks and making rapid decisions. Discusses, in great detail, using extensive research via a multiple‐item scale to measure each item and lays out the results using figures and tables with great detail. Concludes with full results of the study and what they mean.

As the dynamic competition in the global marketplace becomes increasingly severe, multinational firms have no choice but to improve their competitive advantages and enhance productivity through innovation, learning and leadership. One essential issue is the capability of expatriates to support knowledge sharing and transfer from organizations headquarter to their subsidiaries through expatriates; however, there are few studies on this issue. This study attempts to identify the antecedents, consequences and moderators of knowledge sharing.

Using a questionnaire survey approach, data were obtained from 234 expatriates working for Taiwanese multinational enterprises. The hypotheses were tested by SmartPLS 3.0.

The empirical results indicate that opportunity and ability have a significant impact on expatriates' knowledge sharing. Trust, commitment and social capital also have significant influences on expatriates' collecting and donating of knowledge. The level of tacitness, specificity and complexity of knowledge have a negatively impact on knowledge sharing. Knowledge collecting can positively promote the outcome of knowledge sharing, including learning and growth, internal process, customer satisfaction, and financial performance. Furthermore, organizational support and the richness of transmission channels served as two of the moderators that can amplify the influences of the antecedents on knowledge sharing and the influences of knowledge sharing on outcomes.

The results of this study can provide valuable references for academicians and professionals when deciding how to facilitate knowledge transfer from the company headquarters to subsidiaries through expatriates.

The purpose of this paper is to examine the impact of expatriate’s social capital and knowledge sharing on multinational companies’ (MNCs) financial performance, with a specific focus on the influence of trust, commitment, organizational support and the four elements of balanced scorecard (BSC).

A quantitative questionnaire survey was conducted using expatriates of MNCs in Taiwan as the respondents.

Trust and organizational support are significant predictors of knowledge sharing and social capital, which further facilitate their influence on learning and growth, customer satisfaction, internal process improvement and financial performance of MNCs. Besides, social capital serves as an accelerate agent to promote the influence of trust on knowledge sharing, and customer satisfaction serves as a catalyst on the influence of learning and growth and internal process on a firms’ financial performance.

This study provides a clear articulation of the role of knowledge sharing on the financial performance and its moderation effect on the elements of BSC. Trust and organizational support are essential for knowledge sharing and expatriates’ social capital. The roles of social capital and knowledge sharing are critical for expatriates to be success in the overseas market places.

Since the evidences regarding expatriate performance rarely integrate the variables of social capital, knowledge sharing and BSC into a more comprehensive framework, the results of this study can be an important reference for academicians to do further validation. These results are also critical for practitioners to develop dispatching policies for the expatriates in the oversea market places.

The purpose of this paper is to focus on psychological capital (PsyCap) – one of the emerging topics of human resource management, by examining its antecedents and outcomes through the lens of social exchange theory.

A meta-analytic approach was applied to validate the proposed hypotheses. Altogether, 105 primary studies published between 2000 and 2018 were collected and used.

Results show that leadership styles (authentic leadership, ethical leadership, abusive leadership) and organizational support are antecedents and desirable work attitudes (job satisfaction, organizational commitment, organizational citizenship behavior) are consequences of PsyCap. Employee’s characteristics significantly moderated the relationship between PsyCap and work attitudes.

This was the first attempt to examine PsyCap in a theoretical framework with its antecedents and outcomes and furthermore, to apply a meta-analytic method. The moderating role of employee characteristics in the relationship between PsyCap and work attitudes is also explored.

Although previous studies noted the importance for organizations in establishing an innovation strategy, few have examined innovation orientation as a multidimensional knowledge configuration. Therefore, this study draws on the valuable theoretical underpinnings of the resource-based view and information processing theory to examine the mechanism through which an organization's innovation orientation (IO) and team unlearning (TU) can impact new product development (NPD) success.

A causal model was developed in order to analyze the role of innovation orientation and team unlearning on NPD success. This proposed model and several hypotheses were gauged using data from 255 NPD team members from Taiwanese high-tech and traditional companies.

The results indicate that both IO and TU relate to outcomes. Specifically, this study demonstrates that it is insufficient that firms simply establish the configurations needed to enhance their IO and TU, firms also need to find out the correct mechanism to enhance NPD success. The relationships between IO, TU and NPD success were fully mediated by team information processing.

This report sheds light on the importance of innovation orientation and team unlearning in today's NPD process and uncovers the underlying mechanism through which IO and TU contribute to NPD success. It also offers precise advice for the assessment of management of team information-processing to boost the performance of new products.

Although corporate structures in Japan and, to a lesser extent Korea, have been examined in the literature, in most cases the framework is not comparative. In other cases the framework is comparative, with keiretsu and chaebol compared to US conglomerates. A third foreign conglomerate, the Mexican grupo, has thus far escaped much serious attention by scholars. Attempts to compare the structure of keiretsu, chaebol, and grupo in terms of the other. Aims to identify what can be learned from comparing foreign corporate structures with other foreign corporate structures, rather than with corporate structures in the USA.

This study aims to examine the significance of transformational leadership and social support for expatriate adjustment and performance. This study also extends relevant literature on expatriate management to examine the relationships among transformational leadership, social support, expatriate adjustment, and expatriate performance through a mechanism taking into account the moderating roles of cultural intelligence and socialization experience.

The sample was collected from 156 expatriate managers of Taiwanese multinational company (MNC) subsidiaries operating in China. Structural equation modeling (SEM) in AMOS 21 and hierarchical regression in SPSS 19 were used to test eight research hypotheses.

The SEM results indicated that transformational leadership and social support make significant contributions to expatriate adjustment and performance. The moderating roles of socialization experience and cultural intelligence were also confirmed in this study.

This study extends a theoretical model of transformational leadership and social support to examine expatriate adjustment and performance based on social learning and social exchange theories. Using a specific Chinese context, the current paper highlights the value and necessity of cross‐cultural adjustment for successful expatriation.