How host-country nationals manage the demands of hosting expatriates: An exploratory field study

Fee, A

How host-country nationals manage the demands of hosting expatriates: An exploratory field study

Fee, A

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Publisher:: Emerald
Publication Type:: Journal Article
Citation:: Journal of Global Mobility, 2020, 8, (1), pp. 25-54
Issue Date:: 2020-01-02

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Field	Value	Language
dc.contributor.author	Fee, A https://orcid.org/0000-0003-0598-0776
dc.date.accessioned	2020-10-03T01:00:17Z
dc.date.available	2020-10-03T01:00:17Z
dc.date.issued	2020-01-02
dc.identifier.citation	Journal of Global Mobility, 2020, 8, (1), pp. 25-54
dc.identifier.issn	2049-8799
dc.identifier.issn	2049-8802
dc.identifier.uri	http://hdl.handle.net/10453/143046
dc.description.abstract	© 2020, Emerald Publishing Limited. Purpose: Using job demands-resources (JD-R) theory as a conceptual apparatus, the purpose of this paper is to report an empirical exploration of the experiences of host-country national (HCN) employees when their organization hosts an expatriate assignment. Design/methodology/approach: Semi-structured interviews were conducted with 23 Vietnamese HCNs who had vast experience hosting multiple self-initiated expatriates with organizational development objectives. Findings: The study reveals previously hidden costs associated with locals’ support for expatriates, including a range of extra-role demands and more complex and stressful interpersonal interactions. These demands exceeded the current intercultural capabilities of many respondents, and while offset to some extent by their positive pre-arrival attitudes and culture-specific knowledge, led to sometimes counterproductive coping responses such as withdrawal behaviors. Research limitations/implications: The study extends the JD-R framework by explicating which demands and resources are pertinent to HCNs, and how these activate particular coping strategies. The cultural context of Vietnam, as both a setting for the workplace interactions and imbued in the values and assumptions of respondents, limits the study’s transferability. Practical implications: The findings provide guideposts for organizations in ways to offset HCNs’ hindrance demands (e.g. matching demands to current capabilities) and to encourage the use of productive coping strategies via, for instance, anticipating and mitigating potential challenges. Originality/value: The study’s insights go some way toward articulating more fully the richness and complexity of HCNs’ experiences, and a more rounded perspective of the costs and benefits inherent in international work assignments.
dc.language	en
dc.publisher	Emerald
dc.relation.ispartof	Journal of Global Mobility
dc.relation.isbasedon	10.1108/JGM-09-2019-0045
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject	1503 Business and Management
dc.title	How host-country nationals manage the demands of hosting expatriates: An exploratory field study
dc.type	Journal Article
utslib.citation.volume	8
utslib.for	1503 Business and Management
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
pubs.organisational-group	/University of Technology Sydney
utslib.copyright.status	closed_access	*
dc.date.updated	2020-10-03T00:59:47Z
pubs.issue	1
pubs.publication-status	Published
pubs.volume	8
utslib.start-page	25
utslib.citation.issue	1

Abstract:

© 2020, Emerald Publishing Limited. Purpose: Using job demands-resources (JD-R) theory as a conceptual apparatus, the purpose of this paper is to report an empirical exploration of the experiences of host-country national (HCN) employees when their organization hosts an expatriate assignment. Design/methodology/approach: Semi-structured interviews were conducted with 23 Vietnamese HCNs who had vast experience hosting multiple self-initiated expatriates with organizational development objectives. Findings: The study reveals previously hidden costs associated with locals’ support for expatriates, including a range of extra-role demands and more complex and stressful interpersonal interactions. These demands exceeded the current intercultural capabilities of many respondents, and while offset to some extent by their positive pre-arrival attitudes and culture-specific knowledge, led to sometimes counterproductive coping responses such as withdrawal behaviors. Research limitations/implications: The study extends the JD-R framework by explicating which demands and resources are pertinent to HCNs, and how these activate particular coping strategies. The cultural context of Vietnam, as both a setting for the workplace interactions and imbued in the values and assumptions of respondents, limits the study’s transferability. Practical implications: The findings provide guideposts for organizations in ways to offset HCNs’ hindrance demands (e.g. matching demands to current capabilities) and to encourage the use of productive coping strategies via, for instance, anticipating and mitigating potential challenges. Originality/value: The study’s insights go some way toward articulating more fully the richness and complexity of HCNs’ experiences, and a more rounded perspective of the costs and benefits inherent in international work assignments.

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http://hdl.handle.net/10453/143046