Inpatriates’ adjustment to home country headquarters: A social/cultural conundrum

Williams, Wallace A., Moeller, Miriam and Harvey, Michael (2010) Inpatriates’ adjustment to home country headquarters: A social/cultural conundrum. Leadership and Organization Development Journal, 31 1: 71-93. doi:10.1108/01437731011010399

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Author Williams, Wallace A.
Moeller, Miriam
Harvey, Michael
Title Inpatriates’ adjustment to home country headquarters: A social/cultural conundrum
Journal name Leadership and Organization Development Journal   Check publisher's open access policy
ISSN 0143-7739
Publication date 2010
Sub-type Article (original research)
DOI 10.1108/01437731011010399
Open Access Status
Volume 31
Issue 1
Start page 71
End page 93
Total pages 23
Place of publication Bingley, U.K
Publisher Emerald Group Publishing
Collection year 2011
Language eng
Formatted abstract
Purpose: The purpose of this paper is to examine Trompenaars' cultural dimensions using reference point theory to propose the adjustment difficulties that inpatriates will experience when entering the home market/global headquarters organization culture. Design/methodology/approach: Specifically, it examines means by which the organization may maintain the inpatriate's perspective while at the same time provide training/development to assist in integrating the inpatriate manager into the global management team. Findings: The paper proposes that the inpatriate's origin plays a significant part in determining the difficulty of adjusting to the headquarter culture as well as to the general culture of the new home country. The need for reference points (internal, external and time) becomes vital in that each allows for a better understanding of the adjustment process. Research limitations/implications: With regard to the two variables (macro and organizational culture) examined, it should be noted that cultural distance is not of sole importance in the adjustment process of the inpatriate. Additional factors to consider include job type, previous experience in home country of the organization, local support groups and other socialization tactics. Practical implications: To facilitate the cross-cultural adjustment process, active attempts by human resource management staff must be undertaken to help ensure adjustment. Successful adjustment would allow inpatriates to provide valuable insight and contribute to the global organizations' success. Originality/value: This paper adds value by providing a theoretically based framework for the adjustment of inpatriates that can be tested and modified by future researchers. Furthermore, it provides a guide to inpatriate adjustment so that their maximum value to the organization can be achieved.
© Emerald Group Publishing Limited.
Keyword Employees
National cultures
Organizational culture
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status Non-UQ

Document type: Journal Article
Sub-type: Article (original research)
Collections: Non HERDC
UQ Business School Publications
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Citation counts: Scopus Citation Count Cited 3 times in Scopus Article | Citations
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Created: Tue, 22 Feb 2011, 14:25:41 EST by Karen Morgan on behalf of UQ Business School