An investigation into the individual and organizational correlates of expatriate success, satisfaction and organizational commitment

Show simple item record

dc.contributor.advisor Das, Hari, 1948- Vladi, Natalie 2010-08-27T17:54:20Z 2010-08-27T17:54:20Z 2008
dc.description 298 leaves : ill. ; 29 cm. en_CA
dc.description Includes bibliographical references (leaves 286-298)
dc.description Includes abstract and appendices
dc.description.abstract Global competition and emergence of new world markets have made it imperative to identify and develop managers who can effectively cope with culturally dissimilar environments. Expatriate managers live far away from their homes, adapt to alien settings, interact with culturally diverse constituents, continually respond to fast changing market requirements and must be effective in their responses to various stakeholders. Financial investments made by typical organizations to enable expatriate assignments are high and often so is the failure rate of such assignments. Research has shown significant relationships between manager satisfaction and organizational commitment. Past research findings indicate that successful expatriate managers share some common personality traits and attributes. Past research also suggests that the success of expatriate assignments, at least in part, is related to organizational practices. However, most such research has been conducted in piece-meal fashion. Few studies have looked at the impact of organizational and individual attributes on the satisfaction and commitment of the expatriate manager and on the outcome of the assignment integrally. The present study attempted to formulate and test an integrative model of expatriate success, satisfaction and commitment. Eleven hypotheses linking manager and organizational variables to project success and expatriate manager satisfaction and commitment were formulated and tested using a survey of 126 expatriate managers employed by a global pharmaceutical company. The survey was followed by a series of telephone interviews which offered further corroborative evidence of their attitudes before, during and after the assignments. This study also aimed to assess the impact of foreign assignments on expatriate manager Satisfaction by using instruments specifically developed by the researcher for this purpose. Overall, the present findings offer support for the integrative conceptual model developed in the study. The present data suggest a mediating role of adjustment in the relationship between aspects of the manager's personality and satisfaction. Implications of the present findings for theory and practice are discussed. The final chapter of this dissertation discusses short term tactical actions and long term strategic changes on the part of employers to motivate and retain expatriate managers. en_CA
dc.description.provenance Submitted by Erica Penton ( on 2010-08-27T17:54:20Z No. of bitstreams: 0 en
dc.description.provenance Made available in DSpace on 2010-08-27T17:54:20Z (GMT). No. of bitstreams: 0 en
dc.language.iso en en_CA
dc.publisher Halifax, N.S. : Saint Mary's University
dc.subject.lcc HF5549.5.E45 V53 2008
dc.subject.lcsh Foreign executives
dc.subject.lcsh Organizational commitment
dc.subject.lcsh Corporate culture
dc.subject.lcsh Job satisfaction
dc.subject.lcsh International business enterprises -- Employees
dc.title An investigation into the individual and organizational correlates of expatriate success, satisfaction and organizational commitment en_CA
dc.type Text en_CA Doctor of Philosophy in Business Administration (Management) Doctoral Management Saint Mary's University (Halifax, N.S.)
 Find Full text

Files in this item


This item appears in the following Collection(s)

Show simple item record

Search DSpace


My Account