Toward a general theory of expatriates’ cross-cultural adjustment

Abstract

This study employs a dynamic rather than a static and contextual rather than cultural conceptual framework for expatriate managers’ cross-cultural adjustment. It applies theories of learning-unlearning and of role behavior to explain what expatriates’ values, attitudes and behavior are being adjusted, how they are being adjusted and why they are being adjusted. A dynamic and contextual conceptualization of the process of cross-cultural adjustment refines theory by presenting adjustment as a continuous rather than as sporadic process; by providing a framework for identifying and prioritizing sources of the “push” and “pull” to adjust; and by generalizing theory of cross-cultural adjustment to include sojourners other than expatriates. Data were collected using an intensive literature search of publications in the English language. The study’s conceptual framework has the potential to enhance the development of a general theory of cross-cultural adjustment and to provide organizations with knowledge of how to define, measure and manage expatriate-managers’ adjustment, and, therefore, the ability to develop and employ tools to assist in the selection, training, performance management and evaluation and compensation of expatriates.

Keywords:

• Cross-cultural adjustment
• expatriates
• learning-unlearning
• role behavior

Acknowledgment

The author would like to thank Dr. Wes Harry for his useful comments on a previous draft of this paper.

Disclosure statement

The author declares no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

Correction Statement

This article has been republished with minor changes. These changes do not impact the academic content of the article.

This article was reviewed and processed during the tenure of the past Editor-in-Chief of International Studies of Management & Organization, Abraham Stefanidis, and past Associate Editor, Moshe Banai.

Additional information

Notes on contributors

Moshe Banai

Moshe Banai is a professor emeritus at the Zicklin School of Business, Baruch College, The City University of New York (Ph.D. - London Business School, UK). He has conducted studies about expatriate managers, behavior in transitional economies and ethics in international negotiation in twenty countries, which resulted in over 100 publications. He has consulted internationally and guest taught in 15 universities around the globe. He has served as an Editor of ISMO.