Article

Kulturelle Intelligenz, Distanz und Anpassung von Führungskräften im Ausland.

Authors:
  • Ferdinand-Steinbeis-Institut
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Abstract

Die kulturelle Anpassung von Stammhausdelegierten wird als zentraler Erfolgsfaktor bei Entsendungen ins Ausland betrachtet. Folglich sind Bestimmungsfaktoren kultureller Anpassung sowohl aus praktischer als auch aus theoretischer Perspektive von hoher Relevanz. Das Konzept der kulturellen Anpassung wurde als mögliche Anpassungsdeterminante identifiziert. Die vorliegende Studie untersucht daher die kulturelle Anpassung von Stammhausdelegierten im Ausland und gewährt am Beispiel Singapur einen innovativen Einblick in die Beziehung zwischen kultureller Intelligenz und kultureller Anpassung und überprüft die moderierenden Einflüsse der kulturellen Distanz auf die Anpassung. Die empirische Analyse findet signifikante Einflüsse unterschiedlicher Faktoren der kulturellen Intelligenz auf die einzelnen Dimensionen der kulturellen Anpassung. Zudem wird ein unerwarteter moderierender Einfluss der kulturellen Distanz auf die Beziehung zwischen der metakognitiven Dimension der kulturellen Intelligenz und der Anpassung an das allgemeine Umfeld im Ausland festgestellt. Die Ergebnisse führen zu einer Reihe von Implikationen für das internationale Personalmanagement. Unterstützung findet somit die Annahme, dass für Auslandsentsendungen Mitarbeiter ausgewählt werden sollten, die - bei gleicher technischer Kompetenz - über ein höheres Ausmaß an kultureller Intelligenz verfügen. Die Ergebnisse der Studie können das bisherige Konstrukt kultureller Intelligenz und dessen Operationalisierung für drei der vier Dimensionen unterstützen.

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... Der dritte verhaltensmotivationale Faktor innerhalb der TPB -die wahrgenommenen Verhaltenskontrolle -bezieht sich auf das Ausmaß der von dem Individuum wahrgenommenen Kontrollierbarkeit seines Verhaltens (Ajzen, 1991). Hiernach wird ein beabsichtigtes Verhalten eher ausgeführt, je größer das Zutrauen in die eigenen Fähigkeiten, das Verhalten auszuführen und die zur Verfügung stehenden Ressourcen, die das Ausführen ermöglichen (Bierhoff, 2006, S. 340 Kulturelle Intelligenz eines Individuums, die in einem positiven Zusammenhang mit der kulturellen Anpassung steht (Kittler, Rygl & Puce, 2009), sichert das erfolgreiche Sich-Einfinden, Anpassen und Zurechtkommen in einer neuen Kultur (Earley & Ang, 2003). Nach Remhof Die zweite Komponente der wahrgenommenen Verhaltenskontrolle, die Selbstwirksamkeitself-efficacy beliefs -, ist nach Bandura (1997) die Überzeugung eines Menschen, auch schwierige Situationen und Herausforderungen aus eigener Kraft erfolgreich bewältigen zu können (Stangl, 2018b), d.h. ...
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... In total, 115 questionnaires were returned which equals a response rate of 20.2 percent. While not high, the response rate is comparable to previous studies conducted by the authors in different geographical settings (Kittler et al., 2009) and might still be considered a respectable figure for research involving expatriates (Selmer, 2006). Two of the questionnaires were excluded from further analysis for inconsistent answers (e.g. ...
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The Second Edition of this classic work, first published in 1981 and an international bestseller, explores the differences in thinking and social action that exist among members of more than 50 modern nations. Geert Hofstede argues that people carry "mental programs" which are developed in the family in early childhood and reinforced in schools and organizations, and that these programs contain components of national culture. They are expressed most clearly in the different values that predominate among people from different countries. Geert Hofstede has completely rewritten, revised and updated Cultures Consequences for the twenty-first century, he has broadened the book's cross-disciplinary appeal, expanded the coverage of countries examined from 40 to more than 50, reformulated his arguments and a large amount of new literature has been included. The book is structured around five major dimensions: power distance; uncertainty avoidance; individualism versus collectivism; masculinity versus femininity; and long term versus short-term orientation. --Publisher.
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In this study, we examined nonlinear/interaction effects associated with the antecedents and consequences of psychological workplace strain, using cross-sectional (N=165) and longitudinal (N=133) data collected from Western expatriates in China. The results of this study indicate that family characteristics interact to affect the level of psychological workplace strain experienced by expatriates. In addition, we find an inverse u-curve relationship between psychological workplace strain and supervisory rated job performance for both cross-sectional and longitudinal analyses. Finally, the empirical results lend support to the hypothesized positive relationship between work adjustment measured at Time 1 and job performance measured at Time 2. Implications for expatriate adjustment research and practice are discussed.
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This article reports findings from a cross-cultural study that systematically examined the relationship between negotiation styles and cultures of Asian managers. In contrast to most of the prior studies, this study examined negotiation styles of managers working in a multicultural, multiethnic environment within a national entity. A validated instrument to measure negotiation styles was used on a group of 600 managers, and they represented the major cultural/ethnic groups in Singapore: Chinese, Malays, and Indians. Descriptive, univariate, and multivariate analyses were used to identify the negotiation styles used by each cultural group and to capture the intercultural dimensions of the relationship. Empirical findings show that culture/ethnicity significantly influences the negotiation styles of Asian managers from the major cultural groups. Interesting differences were found among the Chinese, Indian, and Malay managers in their use of negotiation styles. Implications for research and practice are also discussed. © 2002 Wiley Periodicals, Inc.
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This article reviews relevant literature to present a model of intercultural adjustment based on Black's (1988) three-facet model of expatriate adjustment. The literature is organized around the different individual, organizational, and contextual variables likely to be related to the three facets of adjustment. The model is partially tested with data from 169 adults working abroad in 12 different countries. The results suggest that intercultural adjustment is affected by some controllable factors such as expatriate selection and management practices, but also by some uncontrollable factors such as the degree of culture novelty. The practical implications are described for those making expatriate selection decisions and are discussed in light of prior research on intercultural adjustment.
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In this paper, we study the effect of the elimination of items from a scale so that only those items that correlate highly are chosen. Using a simulation, we estimate the impact on Cronbach's alpha as a function of the total number of items in a scale, the number of items chosen, the true correlation among the items, and the sample size. The results suggest that a substantial effect can exist. Not surprisingly, the effect is larger when sample sizes are smaller, when a smaller fraction of the original items is retained, and when there is greater variation in the true item-total correlations of the measures.
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Integrating the expatriate adjustment and employee turnover literatures, we develop a model of expatriates' decisions to quit their assignments. This model explicitly considers the role of adjustment, the project-based nature of international assignments, and the importance of several nonwork and family context factors in this withdrawal process. We test this model with a sample of 452 expatriates and a matched subsample (providing multiple sources of data) of 224 expatriates and spouses, living in 45 countries. Consistent with domestic turnover research, multiple regression analyses indicated that the work-related factors of job satisfaction and organizational commitment were significant predictors of expatriate withdrawal cognitions. We also found support for the direct, indirect, and moderating influence of nonwork satisfaction and several family context variables (i.e., family responsibility, spouse adjustment, spouse overall satisfaction, and living conditions) on decisions of expatriates to quit their assignments. Implications for both organizational withdrawal and international HRM researchers and practitioners are discussed. [ABSTRACT FROM AUTHOR] Copyright of Personnel Psychology is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
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Analysis of 42,934 correlations published in 581 articles not only revealed general evidence that self-report methods have produced percept-percept inflation in microresearch on organizations but also suggested that this effect is diminished when 1 or both covariates are demographic variables. Further analysis of a subsample of 11,710 correlations indicated that percept-percept inflation has influenced research on particular bivariate relationships but has not had the broad, comprehensive effects envisioned by critics. These findings challenge the validity of general condemnations of self-report methods, suggesting instead that domain-specific investigations are required to determine which areas of research are especially susceptible to percept-percept effects. [ABSTRACT FROM AUTHOR] Copyright of Journal of Applied Psychology is the property of American Psychological Association and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
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P. Christopher Earley is Professor and Chair of Organizational Behavior at the London Business School. Soon Ang is Professor and Chair of the Division of Strategy, Management, and Organization at the Nanyang Business School, Singapore. ---------- In a global market where international teams, initiatives, and joint ventures are increasingly common, it is extremely important for people to integrate themselves quickly in new cultures. Effective strategies for selecting and training people on global perspectives are critical for managing businesses. Current theories in management and psychology do not provide adequate frameworks to explain the successes or failures of people working and managing in foreign cultures. In this book, the authors develop the idea of cultural intelligence and examine its three essential facets: cognition, the ability to develop patterns from cultural cues; motivation, the desire and ability to engage others; and behavior, the capability to act in accordance with cognition and motivation. In their presentation of this new conceptual framework, the authors provide a critical review of the existing literature. They explore the fundamental nature of cultural intelligence and its relationship to other frameworks of intelligence.