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Managerial Behaviors and Job Performance: A Successful Manager in Los Angeles May Not Succeed in Hong Kong

Author

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  • J Stewart Black

    (Dartmouth College)

  • Lyman W Porter

    (University of California, Irvine)

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.© 1991 JIBS. Journal of International Business Studies (1991) 22, 99–113

Suggested Citation

  • J Stewart Black & Lyman W Porter, 1991. "Managerial Behaviors and Job Performance: A Successful Manager in Los Angeles May Not Succeed in Hong Kong," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 22(1), pages 99-113, March.
    • Handle: RePEc:pal:jintbs:v:22:y:1991:i:1:p:99-113
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    Citations

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    Cited by:

    1. Inga MinelgaitÄ— & Romie F. Littrell & Vida Å kudienÄ—, 2018. "Preferred Leader Behaviour In The Business Sector Of Lithuania: Follower Diversity Perspective," Organizations and Markets in Emerging Economies, Faculty of Economics, Vilnius University, vol. 9(2).
    2. Roth, Kendall & Kostova, Tatiana & Dakhli, Mourad, 2011. "Exploring cultural misfit: Causes and consequences," International Business Review, Elsevier, vol. 20(1), pages 15-26, February.
    3. Bader, Benjamin & Berg, Nicola, 2013. "An Empirical Investigation of Terrorism-induced Stress on Expatriate Attitudes and Performance," Journal of International Management, Elsevier, vol. 19(2), pages 163-175.
    4. Ying Kai Liao & Wann-Yih Wu & Tuan Cong Dao & Thi-Minh Ngoc Luu, 2021. "The Influence of Emotional Intelligence and Cultural Adaptability on Cross-Cultural Adjustment and Performance with the Mediating Effect of Cross-Cultural Competence: A Study of Expatriates in Taiwan," Sustainability, MDPI, vol. 13(6), pages 1-18, March.
    5. Bonache, Jaime & Trullen, Jordi & Sanchez, Juan I., 2012. "Managing cross-cultural differences: Testing human resource models in Latin America," Journal of Business Research, Elsevier, vol. 65(12), pages 1773-1781.
    6. Lau, Chung-Ming & Ng, Ignace & Nyaw, Mee-Kau, 1997. "The effects of managerial activities on managerial success and effectiveness," International Business Review, Elsevier, vol. 6(4), pages 433-445, August.
    7. Danis, Wade M., 2003. "Differences in values, practices, and systems among Hungarian managers and Western expatriates: an organizing framework and typology," Journal of World Business, Elsevier, vol. 38(3), pages 224-244, August.
    8. Thomas, David C. & Toyne, Brian, 1995. "Subordinates' responses to cultural adaptation by Japanese expatriate managers," Journal of Business Research, Elsevier, vol. 32(1), pages 1-10, January.
    9. Harvey, Michael & Novicevic, Milorad, 2002. "The role of political competence in global assignments of expatriate managers," Journal of International Management, Elsevier, vol. 8(4), pages 389-406.
    10. Bader, Benjamin & Berg, Nicola & Holtbrügge, Dirk, 2015. "Expatriate performance in terrorism-endangered countries: The role of family and organizational support," International Business Review, Elsevier, vol. 24(5), pages 849-860.

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