Abstract
This study examines the influence of antecedents on cross-cultural competence and cross-cultural adjustment as well as the mediating role of cross-cultural competence for the influence of cultural adaptability on cross-cultural adjustment and expatriate performance. The partial least squares structural equation modeling technique was adopted to analyze the data from a survey of 240 expatriates working in Taiwan. The results confirm the positive effect of emotional intelligence and cultural adaptability on cross-cultural competence and of emotional intelligence and cross-cultural competence on cross-cultural adjustment. Moreover, the findings reveal a highly valuable milestone insight into the role of cross-cultural competence regarding their competency to foster the indirect influence of cultural adaptability on cross-cultural adjustment and expatriate performance in culturally diverse settings. Given that previous research has rarely identified the mediating role of cross-cultural competence in improving cross-cultural adjustment and expatriate performance, these findings could be highly beneficial for academics to conduct further validation and professional human resource managers in recruiting and managing expatriates.
Highlights
The trend of globalization and the foundation of a borderless economy have gener‐ated imperative demands and requirements for individuals concerning their ability to work at local businesses and at multinational corporations
The current study proposes that cultural adaptability enables individuals to better possess cross‐cultural competence and results in better cross‐cultural adjustment and ex‐
Efficients among research constructs were smaller than the square roots of the average variance extracted (AVE), suggesting strong evidence of discriminant validity
Summary
The trend of globalization and the foundation of a borderless economy have gener‐. Ated imperative demands and requirements for individuals concerning their ability to work at local businesses and at multinational corporations. The hiring or sending of expatriates for employment overseas is always a matter of concern and a top priority for both practitioners and researchers. Azine.co.uk indicated that global mobility assignments have increased by 25% in the past decade—and it predicted a further 50% growth in international assignments by 2020 [1]. According to Ariss and Henry [2], 96 million is the number of individuals that is fore‐. 80% of mid‐size and large enterprises are currently sending professionals abroad, and the remainders are planning to increase the number of expatri‐
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