What locals want: Jordanian employees' views on expatriate managers

REFERENCES

• Adler, N.J. (1987), ‘Pacific Basin Managers: A Gaijin, Not a Woman,’ Human Resource Management, 26, 2, 169–191.
   Web of Science ®Google Scholar
• Afiouni, F., Karam, C., and El-Hajj, H. (2013), ‘The HR Value Proposition Model in the Arab Middle East: Identifying the Contours of an Arab Middle Eastern HR Model,’ The International Journal of Human Resource Management, 24, 10, 1895–1932.
   Web of Science ®Google Scholar
• Al-Husan, F.B., Brennan, R., and James, P. (2009), ‘Transferring Western HRM Practices to Developing Countries: The Case of a Privatized Utility in Jordan,’ Personnel Review, 38, 2, 104–123.
   Web of Science ®Google Scholar
• Al-Husan, F.B., and James, P. (2003), ‘Cultural Control and Multinationals: The Case of Privatised Jordanian Companies,’ The International Journal of Human Resource Management, 14, 7, 1284–1295.
   Web of Science ®Google Scholar
• Altarawneh, I.I., and Aldehayyat, J.S. (2011), ‘Strategic Human Resources Management in Jordanian Hotels,’ International Journal of Business and Management, 6, 10, 242–255.
   Google Scholar
• Arab Advisors Group. (2007, July 8), ‘The Jordanian Banking Sector Benefits From a Growing Economy and Refocuses on Core Activities,’ http://www.arabadvisors.com/Pressers/presser-080707.htm (accessed 29 October 2010).
   Google Scholar
• Banai, M., and Zeira, Y. (1985), ‘Selection of Expatriate Managers in MNCs: The Host-Environment Point of View,’ International Studies of Management, 15, 1, 33–51.
   Google Scholar
• Beamish, P., and Inkpen, A. (1998), ‘Japanese Firms and the Decline in Japanese Expatriate,’ Journal of World Business, 33, 1, 35–50.
   Web of Science ®Google Scholar
• Black, J.S. (1988), ‘Work Role Transitions: A Study of American Expatriate Managers in Japan,’ Journal of International Business Studies, 19, 2, 277–294.
   Web of Science ®Google Scholar
• Black, J.S., Mendenhall, M., and Oddou, G. (1991), ‘Toward a Comprehensive Model of International Adjustment: An Integration of Multiple Theoretical Perspectives,’ Academy of Management Review, 16, 291–317.
   Web of Science ®Google Scholar
• Black, J.S., and Porter, W. (1991), ‘Managerial Behaviors and Job Performance: A Successful Manager in Los Angeles May Not Succeed in Hong Kong,’ Journal of International Business Studies, 22, 1, 99–113.
   Web of Science ®Google Scholar
• Bonache, J., and Zarraga-Oberty, C. (2008), ‘Determinants of the Success of International Assignees as Knowledge Transferors: A Theoretical Framework,’ The International Journal of Human Resource Management, 19, 1, 1–18.
   Web of Science ®Google Scholar
• Budhwar, S., and Mellahi, K. (2007), ‘Introduction: Human Resource Management in the Middle East,’ The International Journal of Human Resource Management, 18, 2–10.
   Web of Science ®Google Scholar
• Caligiuri, P., and Colakoglu, S. (2007), ‘A Strategic Contingency Approach to Expatriate Assignment Management,’ Human Resource Management Journal, 17, 4, 393–410.
   Google Scholar
• Chen, C.C., Choi, J., and Chi, S.-C. (2002), ‘Making Justice Sense of Local-Expatriate Compensation Disparity: Mitigation by Local Referents, Ideological Explanations, and Interpersonal Sensitivity in China-Foreign Joint Ventures,’ The Academy of Management Journal, 45, 4, 807–817.
   Web of Science ®Google Scholar
• CIA. (2013), ‘Unemployment Rates,’ CIA Factbook, https://www.cia.gov/library/publications/the-world-factbook/fields/2129.html.
   Google Scholar
• De Bel-Air, F. (2009), ‘Iraqis in Jordan Since 2003: What Socio-Political Stakes?’ CARIM Research Report 2009/10, Robert Schuman Centre for Advanced Studies, European University Institute, http://cadmus.eui.eu/bitstream/handle/1814/11255/CARIM_RR_2009_10.pdf (accessed 29 October 2010).
   Google Scholar
• Downes, M., Varner, I.I., and Musinski, L. (2007), ‘Personality Traits as Predictors of Expatriate Effectiveness: A Synthesis and Reconceptualization,’ Review of Business, 27, 3, 16–23.
   Google Scholar
• El-Said, H., and Becker, K. (eds.) (2001), Management and International Business Issues in Jordan: The Potential of an Arab Singapore?Binghamton, NY: Haworth Press.
   Google Scholar
• Fargues, P. (2007), ‘The Demographic Benefit of International Migration: A Hypothesis and Its Application to Middle Eastern and North African Contexts,’ in International Migration, Economic Development and Policy, eds. C.Ozden and M.Schiff, Washington, DC: World Bank/Palgrave Macmillan, pp. 161–182.
   Google Scholar
• Freeman, C. (2001), ‘Is Local: Global as Feminine: Masculine? Rethinking the Gender of Globalization,’ Signs, 26, 1007–1032.
   Web of Science ®Google Scholar
• Hailey, J. (1996), ‘The Expatriate Myth: Cross-Cultural Perceptions of Expatriate Managers,’ The International Executive, 38, 2, 255–271.
   Google Scholar
• Harvey, H., and Moeller, M. (2009), ‘Expatriate Managers: A Historical Review,’ International Journal of Management Reviews, 11, 3, 275–296.
   Web of Science ®Google Scholar
• Harzing, A. (2001), ‘An Analysis of the Functions of International Transfer of Managers in MNCs,’ Employee Relations, 23, 6, 581–598.
   Google Scholar
• Hofstede, G. (2012), ‘Arab World,’ http://geert-hofstede.com/arab-world-egiqkwlblysa.html (accessed 17 October 2012).
   Google Scholar
• Holt, G. (2012), ‘Women Hold Fewer Than Third of Top Jobs - BBC Research,’ BBC News, May 29, http://www.bbc.co.uk/news/uk-18187449.
   Google Scholar
• Jureidini, R. (2003), Migrant Workers and Xenophobia in the Middle East, Geneva: United Nations Research Institute for Social Development.
   Google Scholar
• Katrinli, A., and Penbek, S. (2010), ‘Role of Cultural Sensitivity on Creativity of Academic Expatriates: The Moderating Effect of Culture,’ African Journal of Business Management, 4, 5, 755–763.
   Google Scholar
• Kobrin, S.J. (1988), ‘Expatriate Reduction and Strategic Control in American Multinational Corporations,’ Human Resource Management, 27, 1, 63–75.
   Web of Science ®Google Scholar
• Li, L., and Kleiner, B.H. (2001), ‘Expatriate-Local Relationship and Organisational Effectiveness: A Study of Multinational Companies in China,’ Management Research News, 24, 3–4, 49–56.
   Google Scholar
• Lipparinia, A., and Fratocchi, L. (1999), ‘The Capabilities of the Transnational Firm: Accessing Knowledge and Leveraging Inter-Firm Relationships,’ European Management Journal, 17, 6, 655–667.
   Google Scholar
• Lyles, M.A., and Salk, J.E. (2007), ‘Knowledge Acquisition From Foreign Parents in International Joint Ventures: An Empirical Examination in the Hungarian Context,’ Journal of International Business Studies, 38, 3–18.
   Web of Science ®Google Scholar
• Maddux, W., and Galinsky, A. (2009), ‘Cultural Borders and Mental Barriers: The Relationship between Living Abroad and Creativity,’ Journal of Personality and Social Psychology, 96, 5, 1047–1061.
   Web of Science ®Google Scholar
• Mahajan, A. (2011), ‘Host Country National's Reactions to Expatriate Pay Policies: Making a Case for a Cultural Alignment Pay Model,’ The International Journal of Human Resource Management, 22, 1, 121–137.
   Web of Science ®Google Scholar
• Mellahi, K., Demirbag, M., and Riddle, L. (2011), ‘Multinationals in the Middle East: Challenges and Opportunities,’ Journal of World Business, 46, 4, 406–410.
   Web of Science ®Google Scholar
• Mendenhall, M., and Oddou, G. (1985), ‘The Dimensions of Expatriate Acculturation: A Review,’ The Academy of Management Review, 10, 1, 39–47.
   Web of Science ®Google Scholar
• Miles, M.B., and Huberman, A.M. (1994), Qualitative Data Analysis, Thousand Oaks, CA: Sage.
   Google Scholar
• OBG. (2011), ‘Economy of Jordan,’ Oxford Business Group, www.oxfordbusinessgroup.com/product/banking-121.
   Google Scholar
• O'Boyle, T. (1989), ‘Grappling With the Expatriate Issue,’ The Wall Street Journal, December 11, B1.
   Google Scholar
• Okpara, J.O., and Kabongo, J.D. (2011), ‘Cross-Cultural Training and Expatriate Adjustment: A Study of Western Expatriates in Nigeria,’ Journal of World Business, 46, 1, 22–30.
   Web of Science ®Google Scholar
• Perlmutter, H.V., and Heenan, D.A. (1974), ‘How Multinational Should Your Top Managers Be?’ Harvard Business Review, 52, 6, 121–132.
   Google Scholar
• Petison, P., and Johri, L. (2008), ‘Managing Local Employees: Expatriate Roles in a Subsidiary,’ Management Decision, 46, 5, 743–760.
   Web of Science ®Google Scholar
• Redman, T., and Wilkinson, A. (2006), Contemporary Human Resources Management: Text and Cases, Essex: Pearson Education.
   Google Scholar
• Schneider, S.C., and Barsoux, J.-L. (2003), Managing Across Cultures (2nd ed.), Essex: Prentice Hall.
   Google Scholar
• Selmer, J., (ed.) (1995), Expatriate Management: New Ideas for International Business, Westport, CT: Quorum Books.
   Google Scholar
• Selmer, J. (2001), ‘Antecedents of Expatriate/Local Relationships: Pre-Knowledge vs Socialization Tactics,’ The International Journal of Human Resource Management, 12, 6, 916–925.
   Web of Science ®Google Scholar
• Selmer, J., and De Leon, C. (1996), ‘Parent Cultural Control Through Organizational Acculturation: HCN Employees Learning New Work Values in Foreign Business Subsidiaries,’ Journal of Organizational Behavior, 17, S1, 557–572.
   Google Scholar
• Singh, S., Darwish, T., and Anderson, N. (2012), ‘Strategic Intent, High-Performance HRM, and the Role of the HR Director: An Investigation Into Attitudes and Practices in the Country of Jordan,’ The International Journal of Human Resource Management, 23, 14, 3027–3044.
   Web of Science ®Google Scholar
• Strauss, A., and Corbin, J. (1990), Basics of Qualitative Research: Grounded Theory Procedures and Techniques, Newbury Park, CA: Sage.
   Google Scholar
• Syed, J., Burke, R., and Acar, P. (2010), ‘Rethinking Tanawwo (Diversity) and Musawat (Equality) in the Middle East: Guest Editorial,’ Equality, Diversity and Inclusion, 29, 2, 144–149.
   Google Scholar
• Taylor, S. (1998), Employee Resourcing, London: Institute of Personnel and Development.
   Google Scholar
• Templer, K.J. (2010), ‘Personal Attributes of Expatriate Managers, Subordinate Ethnocentrism, and Expatriate Success: A Host-Country Perspective,’ The International Journal of Human Resource Management, 21, 10, 1754–1768.
   Web of Science ®Google Scholar
• Toh, S., and DeNisi, A. (2003), ‘Host Country National Reactions to Expatriate Pay Policies: A Model and Implications,’ Academy of Management Review, 28, 4, 606–621.
   Web of Science ®Google Scholar
• Toh, S., and DeNisi, A. (2005), ‘A Local Perspective to Expatriate Success,’ Academy of Management Executive, 19, 1, 132–146.
   Google Scholar
• Toh, S., and DeNisi, A. (2007), ‘Host Country Nationals as Socializing Agents: A Social Identity Approach,’ Journal of Organizational Behavior, 28, 1, 281–301.
   Web of Science ®Google Scholar
• UNESCO. (2011), Arab Youth: Civic Engagement & Economic Participation. The Management of Social Transformation. Beirut: UNESCO Regional Bureau for Education in the Arab States.
   Google Scholar
• USDOS. (2011), Doing Business in Jordan: 2011 Country Commercial Guide for U.S. Companies, Washington, DC: U.S. Department of State, http://photos.state.gov/libraries/jordan/231771/PDFs/Jordan%20CCG%202011.pdf.
   Google Scholar
• Vance, C.M., and Ensher, E.A. (2002), ‘The Voice of the Host Country Workforce: A Key Source for Improving the Effectiveness of Expatriate Training and Performance,’ International Journal of Intercultural Relations, 26, 4, 447–461.
   Web of Science ®Google Scholar
• Volkmar, J.A. (2003), ‘Context and Control in Foreign Subsidiaries: Making a Case for the Host Country National Manager,’ Journal of Leadership and Organizational Studies, 10, 1, 93–105.
   Google Scholar
• Werner, S. (2000), ‘Recent Development in International Management Research: A Review of 20 Top Management Journals,’ Journal of Management, 28, 3, 277–305.
   Web of Science ®Google Scholar
• Wong, C.-S., and Law, K.S. (1999), ‘Managing Localization of Human Resources in the PRC: A Practical Model,’ Journal of World Business, 34, 1, 26–40.
   Web of Science ®Google Scholar
• Zeira, Y., Harari, E., and Nundi, I. (1975), ‘Some Structural and Cultural Factors in Ethnocentric Multinational Corporations and Employee Morale,’ Journal of Management Studies, 12, 1, 66–82.
   Web of Science ®Google Scholar