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CULTURE AND EXPATRIATE FAILURE AN ATTRIBUTTONAL EXPLICATION

CULTURE AND EXPATRIATE FAILURE AN ATTRIBUTTONAL EXPLICATION The high failure rate for expatriate leaders is well documented. One major cause of these failures has been identified as the incongruencies in the perceptions of expatriate leaders and the host members that they manage. This article describes theory and research which suggests that a potential explanation for at least some of these perceptual incongruencies is that they are a result of culturallybased attributional biases interacting with selfserving and actorobserver attributional biases. Although not all of the interactions of these biases result in incongruent perceptions, some interactions appear to be particularly prone to result in incongruent perceptions such as when leaders from highly individualistic and low context cultures interact with members from highly collectivistic and high context cultures. Suggestions for research and interventions designed to reduce incongruent attributions between leaders and members are discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The International Journal of Organizational Analysis Emerald Publishing

CULTURE AND EXPATRIATE FAILURE AN ATTRIBUTTONAL EXPLICATION

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References (84)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1055-3185
DOI
10.1108/eb028903
Publisher site
See Article on Publisher Site

Abstract

The high failure rate for expatriate leaders is well documented. One major cause of these failures has been identified as the incongruencies in the perceptions of expatriate leaders and the host members that they manage. This article describes theory and research which suggests that a potential explanation for at least some of these perceptual incongruencies is that they are a result of culturallybased attributional biases interacting with selfserving and actorobserver attributional biases. Although not all of the interactions of these biases result in incongruent perceptions, some interactions appear to be particularly prone to result in incongruent perceptions such as when leaders from highly individualistic and low context cultures interact with members from highly collectivistic and high context cultures. Suggestions for research and interventions designed to reduce incongruent attributions between leaders and members are discussed.

Journal

The International Journal of Organizational Analysis – Emerald Publishing

Published: Mar 1, 1999

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