Van Vianen, Annelies E. M.; De Pater, Irene E.; Kristof-Brown, Amy L.; Johnson, Erin C.
October 2004
Academy of Management Journal;Oct2004, Vol. 47 Issue 5, p697
Academic Journal
This study examined the impact of surface- and deep-level cultural differences on the cross-cultural adjustment of expatriates. Surface-level differences concern easily visible dissimilarities between home and host countries, and deep-level differences refer to dissimilarities in basic values. Overall, results indicated that surface-level cultural differences were most strongly related to general adjustment. Deep-level cultural differences regarding the "self-transcendence" value dimension were related to work and interaction adjustment.


Related Articles

  • CHALLENGES FACING EXPATRIATE PERFORMANCE ABROAD. Haile, Semere; Jones, Marcus D.; Emmanuel, Tsegai // International Journal of Business Research;2007, Vol. 7 Issue 5, p100 

    Multinational corporations (MNCs) seem to be paying little attention to international training and management development for new expatriate assignments. Effective training of expatriate employees is needed for the success of any MNC. The literature review provides the view that more sensitivity...

  • The Assignment of American Executives Abroad: Systematic, Haphazard or Chaotic? BAKER, JAMES C.; IVANCEVICH, JOHN M. // California Management Review;Spring71, Vol. 13 Issue 3, p39 

    As American business corporations have expanded their operations into overseas locations, the demands for qualified executive personnel have risen sharply. The focus of the article is upon the procedures for staffing overseas positions used by American firms and the frequently disorganized...

  • Map Out Cultural Conflicts on Your Team. Meyer, Erin // Harvard Business Review Digital Articles;9/22/2014, Special section p2 

    The article offers guidance to businesses on the process of mapping cultural conflicts or differences on a global team using eight behavioral dimensions to effectively manage people.

  • Crossing the Boundaries of Obligation: Are Corporate Salaries a Form of Bribery? Bishop, John Douglas // Journal of Business Ethics;Nov2004 Part 2, Vol. 55 Issue 1, p1 

    Trans-National Corporations (TNCs) pay relatively high salaries to local people in host countries. TNCs assume that such employees will accept an employee-employer relationship similar to that which exists in North America, but the obligations and personal interests that such a relationship...

  • Cross-National Managerial Interaction: A Conceptual Model. De La Torre, Jose; Toyne, Brian // Academy of Management Review;Jul1978, Vol. 3 Issue 3, p462 

    Factors that condition the dynamic interaction of indigenous managers employed by foreign subsidiaries of multinational firms with their organization and socio-cultural environments are examined. A multiple-environment, multiple-organization model of the firm is proposed for separating...

  • The Effects of Leadership Training and Experience: A Contingency Model Interpretation. Fiedler, Fred E. // Administrative Science Quarterly;Dec72, Vol. 17 Issue 4, p453 

    This paper summarizes recent studies based on the contingency model of leadership effectiveness which suggest why research typically has failed to show that leadership training and experience increase organizational performance. The contingency model postulates that group performance depends on...

  • Tapping the reservoir of continuous improvement potential: your employees. Lutz, Friedemann // Lean Management Journal;Oct2014, Vol. 8 Issue 4, p18 

    The article discusses the need to tap employees to create a culture of improvement. Topics covered include engaging the workforce on identifying problems and overcoming them, and encouraging people to test new ideas and absorb errors to effect improvement. Also mentioned is the role of the...

  • Recognizing and Reducing Trans-Cultural Ethical Tension. Payne, Stephen L. // Academy of Management Executive;Aug98, Vol. 12 Issue 3, p84 

    The article reports that multinational corporate managers occasionally face ethical conflicts when trying to coordinate corporate activities across diverse cultures. Multinational corporation (MNC) policies and rules may be inappropriate for some corporate locations if the policies override...

  • Diversity in the Workspace: Creating an Engaging Generational Culture of Success. Arnold, Pamela // Profiles in Diversity Journal;Jul/Aug2010, Vol. 12 Issue 4, p16 

    In this article, the author discusses some guidelines on how to achieve a generational culture of success within organizations. It explores some of these strategies including identifying organization's generational challenges, understanding cross-cultural differences and similarities among...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics