The Impact That Different Types of Organizational Cultures Have on the Adjustment of Self-Initiated Expatriates.

Vilmantė Kumpikaitė-Valiūnienė,Ineta Žičkutė,Junhong Gao,Denisse Torres,Irma Banevičienė

doi:10.3389/fpsyg.2021.804947

Abstract

This paper investigates the adjustment of self-initiated expatriates, with a particular emphasis on organizational culture. One hundred and twenty-five self-initiated expatriates around the globe participated in the online survey. We examined the impact that organizational culture has on self-initiated expatriate work and non-work-related adjustment using multiple linear regression analysis. Four types of organizational culture (clan, adhocracy, market, and hierarchy) were explored. The results revealed that Clan culture has a positive effect on the work and non-work-related adjustment of self-initiated expatriates.

Highlights

Economic globalization requires an increasing number of people to work abroad for short or long periods of time (Cappellen and Janssens, 2010)
self-initiated expatriates (SIEs) are more similar to national employees entering a new organization, and so we propose that organizational culture type rather than organization culture novelty could have an impact on SIEs work adjustment
These two variables [respectively, job factors (b = 0.480, p < 0.001) and clan culture (b = 0.322, p < 0.05)] positively influence non-work adjustment. This indicates that SIEs with higher scores on these scales were expected to have a better adjustment in work and non-work adjustment, which corresponds to H1

Summary

Introduction

Economic globalization requires an increasing number of people to work abroad for short or long periods of time (Cappellen and Janssens, 2010) This includes expatriates (Al Ariss and Özbilgin, 2010; Andresen et al, 2014; Cerdin and Le Pargneux, 2014) and migrants (Guo and Al Ariss, 2015; Hajro et al, 2019) who move abroad for work-related reasons. All of these individuals need to adjust to their new countries and organizations (Black et al, 1991; Haslberger et al, 2014). Most of the research on expatriate adjustment focuses on individual factors that predict adjustment and performance without paying adequate attention to organizational antecedents (e.g., Black, 1990; Barner-Rasmussen et al, 2014)

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