Parent cultural control of foreign subsidiaries through organizational acculturation: a longitudinal study
In: International journal of human resource management, Band 13, Heft 8, S. 1147-1165
ISSN: 1466-4399
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In: International journal of human resource management, Band 13, Heft 8, S. 1147-1165
ISSN: 1466-4399
In: International journal of human resource management, Band 9, Heft 5, S. 831-840
ISSN: 1466-4399
In: Cross cultural management, Band 10, Heft 3, S. 58-79
ISSN: 1758-6089
The adjustment of business managers from Beijing and Shanghai assigned to Hong Kong and of Hong Kong expatriates working in Beijing and Shanghai were compared in an exploratory study. The personal in‐depth interviews showed differences between the managers from the Chinese mainland and those from the Special Administrative Region of Hong Kong. The mainland respondents perceived substantial adjustment needs inside and outside the workplace in Hong Kong, but made earnest efforts and experienced few obstacles. On the other hand, the predicament experienced by many Hong Kong managers on the mainland closely resembles the worst experiences of expatriate managers reported in the literature on international adjustment. The implications of these non‐reciprocal results are discussed, and possible reasons for such findings are speculated upon.