Abstract
Few studies have attempted to examine how American managers actually manage while on assignment in foreign countries or the effectiveness of these managerial behaviors. This study compared the self-reported managerial behaviors of American expatriate managers in Hong Kong to a sample of American managers in the U.S. and Hong Kong Chinese managers in Hong Kong. The results from the study indicated that American expatriate managers in Hong Kong exhibit very similar managerial behaviors to the sample of managers in the U.S. However, while these managerial behaviors were positively related to job performance for the managers in the U.S., they were not related to job performance for the expatriates in Hong Kong, nor were these managerial behaviors related to job performance for Hong Kong Chinese managers in Hong Kong.
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*J. Stewart Black (Ph.D. University of California, Irvine) is currently Assistant Professor of Business in the Amos Tuck School of Business Administration at Dartmouth College. Professor Black teaches in the areas of organizational behavior, international business environments, and strategic human resource management. His research interest include international human resource management, Japanese/American negotiations, and work role transitions.
**Lyman W. Porter (Ph.D. Yale University) is currently Professor of Management in the Graduate School of Management at the University of California, Irvine, and was formerly dean of that School. Professor Porter is a past president of the Academy of Management and in 1983 received that organization's “Scholarly Contributions to Management” Award. Professor Porter's major fields of interest are organizational psychology and management.
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Black, J., Porter, L. Managerial Behaviors and Job Performance: A Successful Manager in Los Angeles May Not Succeed in Hong Kong. J Int Bus Stud 22, 99–113 (1991). https://doi.org/10.1057/palgrave.jibs.8490294
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DOI: https://doi.org/10.1057/palgrave.jibs.8490294