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With the increasing internationalization of emerging market multinational corporations (EMNCs) especially from the BRICS counties (Brazil, Russia, India, China, and South-Africa), the interactions between expatriates from these countries and the 'new' host country nationals (i.e. the U.S. American HCNs) is becoming a common organizational phenomenon. To better understand these interactions, in this study, we used two unique sources of data to examine the impact of HCNs willingness to offer support to expatriates. In Study 1, we used scenario-based experimental design with 571 HCNs from the US and examined their willingness to offer support to expatriates from the BRICS countries. In Study 2, 499 expatriates from the BRICS countries working in the US shared their actual experience with HCNs. Results from the two studies confirmed that expatriate humility was strongly associated with HCNs' willingness to offer social-emotional and instrumental support to expatriates. More specifically, we found that perceived trustworthiness and values similarity acted as the mediating mechanisms. Type of job (financial industry versus educational sector) had no impact on HCNs willingness to offer support, while expatriate country of origin was likely to impact HCN support in the experiment but was shown to have no impact in the actual expatriate experience. We discuss theoretical and practical implications and suggest future research directions. [ABSTRACT FROM AUTHOR]

Expatriates play a critical role in the long‐term success of global organizations; however, expatriate assignments are risky endeavors, and not all employees are keen on such opportunities. Thus, it is critical that we examine the antecedents of employee willingness to expatriate. In this first such meta‐analysis, we drew on data from 55 studies (published in English and Traditional Chinese), and identified 22 antecedents. Results indicate that education, self‐efficacy, prior international experience, language skills, cultural intelligence, extraversion, agreeableness, conscientiousness, emotional stability, openness to experience, the importance of assignment value, financial support and career support were positively related to employee willingness to expatriate. Some societal differences were identified. We then discuss implications and offer future research directions. [ABSTRACT FROM AUTHOR]

There has been a growing consensus about the importance of host country nationals (HCNs) to the effectiveness of expatriates. This study adds to the knowledge base in the literature by introducing HCNs' domestic cross-cultural work experiences (DCCWEs; i.e., experiences acquired in the home country, without leaving the country) as a construct worthy of attention and examining their relationships with HCN socializing behaviors toward expatriates. Based on two-wave survey data from 226 HCN participants who were working with at least one expatriate in his or her organization in Taiwan, this study finds that HCNs' work assistance to expatriates increases their social support to expatriates. HCNs' DCCWEs increase motivational cultural intelligence and work assistance to expatriates. Motivational cultural intelligence mediated the relationships between HCNs' DCCWEs and both work assistance and social support to expatriates. More specifically, an additional analysis found that HCNs' motivational cultural intelligence and work assistance to expatriates sequentially mediated the relationship between DCCWEs and social support to expatriates. [ABSTRACT FROM AUTHOR]

Little research examines host country national (HCN)-expatriate interaction from the HCN's perspective. Our study contributes to theory and practice by introducing the concept of 'HCN-expatriate interaction quality', one that has received little attention in the literature. Drawing on the Intergroup Contact Theory, we examine the mediating role of HCN-expatriate interaction quality between the HCN's on-the-job interaction with and support to the expatriate, as well as two moderating effects: off-the-job interaction with the expatriate and perceived expatriate receptivity towards support. Further, we examine how different types of the HCN's prior international experiences enhance interaction quality with and support to the expatriate. Using a multi-wave design of HCNs in Taiwan, we find support for most of our hypotheses. [ABSTRACT FROM AUTHOR]

This study examines moderators of the relationship between cultural distance and the two critical indicators of expatriate failure – maladjustment and premature return rates. Results based on a sample of 126 Taiwanese multinational corporations indicate that expatriate selection and performance management practices moderate the cultural distance–expatriate maladjustment relationship, and expatriate performance management practices moderate the cultural distance–premature return relationship. Additionally, these relationships were stronger when the use of practices was low. We discuss theoretical and practical implications, and offer suggestions for future research. [ABSTRACT FROM AUTHOR]