Towards a theory of effective cross-cultural capacity development: the experiences of Australian international NGO expatriates in Vietnam

Fee, A; Heizmann, H; Gray, SJ

Towards a theory of effective cross-cultural capacity development: the experiences of Australian international NGO expatriates in Vietnam

Fee, A

Heizmann, H

Gray, SJ

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Publication Type:: Journal Article
Citation:: International Journal of Human Resource Management, 2017, 28 (14), pp. 2036 - 2061
Issue Date:: 2017-08-06

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Field	Value	Language
dc.contributor.author	Fee, A https://orcid.org/0000-0003-0598-0776	en_US
dc.contributor.author	Heizmann, H https://orcid.org/0000-0003-4769-7493	en_US
dc.contributor.author	Gray, SJ	en_US
dc.date.issued	2017-08-06	en_US
dc.identifier.citation	International Journal of Human Resource Management, 2017, 28 (14), pp. 2036 - 2061	en_US
dc.identifier.issn	0958-5192	en_US
dc.identifier.uri	http://hdl.handle.net/10453/37635
dc.description.abstract	© 2015 Informa UK Limited, trading as Taylor & Francis Group. Capacity development (CD) partnerships between highly qualified expatriates and host-country counterparts are a commonly used tool by non-government organisations (NGOs) working in international development. This article reports on an empirical investigation of the factors contributing to the effectiveness of these interpersonal cross-cultural CD relationships. Using a variant of the critical incident technique, we explored 40 such relationships (20 effective and 20 ineffective) reported by 20 expatriates from an Australian international NGO who were embedded in international and domestic NGOs and government organisations in Vietnam. From our analysis, we propose a theoretical model that identifies the features of effective cross-cultural CD relationships. The model is intended to lay the foundation for future research as well as strategic action by organisations. It identifies shared trust between expatriate and counterpart as central to effective CD, supported by five enabling conditions relating to the perceptions, abilities and attitudes of participants, the way the work roles are structured, and the way that leaders in the host organisations manage the context of the relationship.	en_US
dc.relation.ispartof	International Journal of Human Resource Management	en_US
dc.relation.isbasedon	10.1080/09585192.2015.1093015	en_US
dc.subject.classification	Industrial Relations	en_US
dc.title	Towards a theory of effective cross-cultural capacity development: the experiences of Australian international NGO expatriates in Vietnam	en_US
dc.type	Journal Article
utslib.citation.volume	14	en_US
utslib.citation.volume	28	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1505 Marketing	en_US
utslib.for	1605 Policy and Administration	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.issue	14	en_US
pubs.publication-status	Published	en_US
pubs.volume	28	en_US

Abstract:

© 2015 Informa UK Limited, trading as Taylor & Francis Group. Capacity development (CD) partnerships between highly qualified expatriates and host-country counterparts are a commonly used tool by non-government organisations (NGOs) working in international development. This article reports on an empirical investigation of the factors contributing to the effectiveness of these interpersonal cross-cultural CD relationships. Using a variant of the critical incident technique, we explored 40 such relationships (20 effective and 20 ineffective) reported by 20 expatriates from an Australian international NGO who were embedded in international and domestic NGOs and government organisations in Vietnam. From our analysis, we propose a theoretical model that identifies the features of effective cross-cultural CD relationships. The model is intended to lay the foundation for future research as well as strategic action by organisations. It identifies shared trust between expatriate and counterpart as central to effective CD, supported by five enabling conditions relating to the perceptions, abilities and attitudes of participants, the way the work roles are structured, and the way that leaders in the host organisations manage the context of the relationship.

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http://hdl.handle.net/10453/37635