Cultural intelligence as a predictor of expatriate adjustment and performance in Malaysia |
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| Authors: | Marlin Abdul Malek Pawan Budhwar |
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| Institution: | 1. International Business Department, School of International Studies, Universiti Utara Malaysia, Kedah 70400, Malaysia;2. Aston Business School, Aston University, Birmingham B4 7ET, UK;1. University of Wisconsin – Milwaukee, Sheldon B. Lubar School of Business, Milwaukee, WI 53201-0742, United States;2. Northeastern Illinois University, College of Business and Management, 5500 N. St. Louis Avenue, Chicago, IL 60625, United States;3. Advanced Learning Partnerships, Inc., P.O. Box 938, Carrboro, NC 27510, United States;1. Department of Communication and Culture, BI Norwegian Business School, Nydalsveien 37, N-0484 Oslo, Norway;2. Hong Kong International Management Consulting Company, Hong Kong SAR;3. LUISS Business School, Villa Blanc, Via Nomentana, 216, 00162 Roma, Italy;4. Centre for International Business, University of Leeds (CIBUL), Leeds University Business School, Maurice Keyworth Building, University of Leeds, Leeds LS2 9JT, United Kingdom;1. Hanken School of Economics, Department of Management and Organization, Arkadiankatu 22, P.O. Box 479, FI-00101 Helsinki, Finland;2. Macquarie University, Faculty of Business and Economics, Eastern Road, North Ryde, 2109 Sydney, NSW, Australia;3. Cnam Paris, 292 rue Saint-Martin, F-75003 Paris, France;4. ISC Paris Business School, F-75017 Paris, France;1. Otto-von-Guericke University Magdeburg, Faculty of Economics and Management, Universitätsplatz 2, 39106 Magdeburg, Germany;2. University of Newcastle, Newcastle Business School, Faculty of Business and Law, University Drive, Callaghan, NSW 2308, Australia |
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| Abstract: | This research tests the linkage between cultural intelligence, expatriate adjustment to the host country's environment and expatriate performance while on international assignments. The investigation is carried out with data from 134 expatriates based in multinational corporations in Malaysia. The results highlight a direct influence of expatriates’ cultural intelligence on general, interaction and work adjustments. The improved adjustments consequently have positive effects on both the expatriates’ task and contextual performance. The research findings have implications for both international human resource management (IHRM) researchers and managers. |
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