In:Intercultural Experience in Narrative: Expatriate stories from a multicultural workplace
Michał Wilczewski
[Studies in Narrative 26] 2019
► pp. vii–xii
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Published online: 28 November 2019
https://doi.org/10.1075/sin.26.toc
https://doi.org/10.1075/sin.26.toc
Table of contents
Acknowledgementsxiii
List of abbreviationsxv
List of tablesxvii
List of figuresxix
Chapter 1.Introduction: Polish expatriates in a Chinese subsidiary of a Western European MNC1
1.0Introduction1
1.1International assignments in a globalized world3
1.1.1The international assignment from a company and expatriate perspective4
1.1.2Determinants of a successful international assignment5
1.1.3Costs of an expatriate’s failure7
1.2Expatriation as a research domain9
1.3Polish expatriates in a multilingual and multicultural business setting11
1.3.1Purpose, aims, and scope of the research12
1.3.2Research perspective on expatriates’ intercultural experiences14
1.3.3The scene for expatriates’ intercultural interactions17
1.3.4Contributions18
1.4Structure of the book21
Part I.Setting the research scene: Studying expatriates’ intercultural experiences
Chapter 2.Expatriate-local personnel communication in the MNC25
2.0Introduction25
2.1The business expatriate26
2.2Culture29
2.2.1The essentialist view31
2.2.2The non-essentialist view35
2.3Intercultural communication36
2.3.1Communication as a socially grounded process of sharing meanings36
2.3.2Intercultural communication as a process of sharing meanings with cultural others40
2.4Cultural diversity in MNCs41
2.5State of the art: Expatriate-local personnel communication in the MNC43
2.6Conclusion45
Chapter 3.Narrative approach to studying intercultural experiences49
3.0Introduction49
3.1Narrative as a structure of meaning51
3.2Story as a meaningful narrative52
3.3Functions of narratives and stories54
3.3.1Narrative as a means of cognition54
3.3.2Narrative as a means of organizing experience and constructing reality55
3.3.3Storytelling as a sense-making process56
3.4Capturing the narrator’s perspective58
3.5Studying narratives of intercultural experiences59
3.6Conclusion61
Chapter 4.Learning cultures63
4.0Introduction63
4.1Learning as a socially-grounded knowledge-creation process66
4.1.1Learning through modeling behavior69
4.1.1.1Modeling behavior69
4.1.1.2The role of cognitive processes in learning71
4.1.1.3Self-control processes in modeling behavior71
4.1.1.4Social learning theory in organizational research71
4.1.2Learning through transforming experience74
4.2Cultural learning as expanding knowledge of cultural dynamics76
4.3Four-fold taxonomy of intercultural learning processes as an integrative approach to expatriate learning77
4.4Conclusion79
Chapter 5.Expatriate adjustment to the host country81
5.0Introduction81
5.1Definition of adjustment82
5.2Conceptualization of expatriate adjustment83
5.2.1The U-curve model of expatriate adjustment83
5.2.2Psychological and sociocultural adjustment84
5.2.3General, interactional, and work adjustment84
5.2.4Behavioral, cognitive, and affective adjustment86
5.2.5The correspondence model of intercultural adjustment87
5.2.6Integrative theory of intercultural adaptation88
5.3Determinants of expatriate adjustment91
5.3.1Individual factors92
5.3.1.1Motivations for expatriation92
5.3.1.2Previous overseas experience93
5.3.1.3Language skills95
5.3.1.4Self-efficacy95
5.3.1.5Personality factors96
5.3.1.6Cultural intelligence98
5.3.2Work-related factors100
5.3.2.1Role clarity100
5.3.2.2Cross-cultural training100
5.3.2.3Organizational culture, social, and company support102
5.3.3Non-work-related factors103
5.3.3.1Cultural novelty103
5.3.3.2Family support105
5.4Conclusion106
Part II.Polish expatriates in the Chinese subsidiary of a Western European MNC
Chapter 6.Research design111
6.0Introduction111
6.1Research design111
6.2Methodology112
6.2.1Empirical material112
6.2.1.1Data collection method113
6.2.1.2Data collection procedure113
6.2.2The interviewees115
6.2.2.1Sampling strategy115
6.2.2.2Interviewees’ profiles116
6.2.2.3Interviewees’ specialized background119
6.2.3Local personnel120
6.2.4Data analysis and presentation of the findings121
6.2.5The interviewer as a co-constructor of meanings123
6.3China as a scene for Polish expatriates’ intecultural interactions124
6.3.1Cultural and management differences between Poland and China125
6.3.2The MNC, its Shenyang subsidiary, and the role of Polish expatriates in the company’s global expansion
strategy128
6.4Conclusion130
Chapter 7.Language and intercultural communication issues131
7.0Introduction131
7.1Method134
7.1.1Interviewees and local personnel134
7.1.2MNC’s communication policy135
7.1.3Materials135
7.1.4Procedure136
7.1.5Analyses136
7.2Findings137
7.2.1Communication challenges137
7.2.1.1“A war journey” – Communication in non-work contexts137
7.2.1.2“My first encounter with my superior” – Language and communication barriers139
7.2.1.3“You need to go that way!” – Ambiguous messages140
7.2.1.4“I understood virtually nothing” – Communication in the office142
7.2.1.5“But I did say that!” – Language and power struggles144
7.2.1.6“Abbreviations and misunderstandings” – Knowledge of company jargon145
7.2.2Strategies for effective communication146
7.2.2.1“In their shoes” – Imitating locals’ behaviors147
7.2.2.2“The rule of thumb” – Communicating via the superior147
7.2.2.3“They read my jokes entirely seriously” – Communicating clear messages148
7.2.3Factors that hamper and foster expatriate-local personnel communication151
7.2.3.1“Lunch with the Chinese” – Language and integration151
7.2.3.2“The decision was taken… without us” – Language and expatriates’ access to information152
7.2.3.3“Speak only English as he does not understand anything” – Showing openness toward cultural others153
7.2.3.4“Everything looks pretty, from the outside” – Understanding fosters communication and performance154
7.2.3.5“The broken test” – How critical incidents lead to learning155
7.2.3.6“Everything is OK!” – The role of feedback in expatriate-local personnel communication157
7.2.3.7“Getting to know each (cultural) other” – The role of cross-cultural training in expatriate-local personnel
communication158
7.3Discussion and conclusion159
Chapter 8.Learning decision-making processes169
8.0Introduction169
8.1Method170
8.1.1Interviewees170
8.1.2Materials171
8.1.3Procedure171
8.1.4Analyses171
8.2Findings173
8.2.1Language issues173
8.2.2Cultural/organizational issues174
8.2.2.1“We aren’t calling anyone!” – Decision making in emergencies174
8.2.2.2“If you are the boss, you are a guru” – Hierarchy in decision making175
8.2.2.3“Captain of the ship” – Superior as a decision maker179
8.2.2.4“I trust you, Robert!” – In-group membership as a prerequisite to decision making181
8.2.3Interactional issues184
8.3Discussion and conclusion186
Chapter 9.Learning local management processes and working styles of cultural others193
9.0Introduction193
9.1Method194
9.1.1Interviewees194
9.1.2Materials194
9.1.3Procedure195
9.1.4Analyses195
9.2Findings196
9.2.1“I am giving you free reign” – Between “liberal” and “conservative” management196
9.2.2“A pawn” – Power management203
9.2.3“Maybe the problem will resolve itself” – Management through guanxi206
9.2.4“Dui, dui, dui!” – Local hierarchy208
9.2.5“A temporary solution” – Between “methodical” and “short-sighted” management214
9.2.6“Putting out fires” – Between “short-sighted” and “forward-looking” management221
9.3Discussion and conclusion226
Chapter 10.General discussion and conclusion239
10.0Introduction239
10.1Factors affecting Polish expatriate-local personnel collaboration in China240
10.1.1Individual/professional factors240
10.1.2Interactional factors244
10.1.3Organizational factors247
10.1.4Organization culture factors248
10.2Implications250
10.2.1Research implications250
10.2.2Methodological implications252
10.2.3Practical implications253
10.3Limitations and avenues for research257
10.4Conclusion258
Appendix 1.Basic phases of narrative interview263
Appendix 2.Demographic questionnaire265
References267
Index319
