Host country nationals as socializing agents: a social identity approach
Article first published online: 15 MAR 2007
Copyright © 2007 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Special Issue: Organizational Behavior in Multinational Organizations
Volume 28, Issue 3, pages 281–301, April 2007
How to Cite
Toh, S. M. and DeNisi, A. S. (2007), Host country nationals as socializing agents: a social identity approach. J. Organiz. Behav., 28: 281–301. doi: 10.1002/job.421
- Issue published online: 15 MAR 2007
- Article first published online: 15 MAR 2007
- Manuscript Accepted: 4 AUG 2006
- Manuscript Revised: 23 JUN 2006
- Manuscript Received: 30 MAR 2005
A major challenge facing Multinational Enterprises (MNEs) is finding ways to increase the success rates of managers assigned overseas. Our paper draws upon social identity theory to develop a model that focuses on the role of host country nationals (HCNs) in determining the adjustment of expatriate managers. Specifically, our model proposes attributes of the expatriate and the HCN that can increase the salience of national identity and outgroup categorization of expatriates by the HCNs. We also suggest how outgroup categorization interacts with a number of situational factors to influence the role of HCNs as socializing agents for expatriate newcomers. Finally, we propose that the socializing behaviors HCNs may display or withhold from the expatriate will affect the adjustment of the expatriate. Our model highlights the often-overlooked partners in the expatriate adjustment process and emphasizes the need for MNEs to be cognizant of the social dynamics between HCNs and expatriates in the host location. Copyright © 2007 John Wiley & Sons, Ltd.