Department of Management

Personality in context: Effective traits for expatriate managers at different levels

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Personality in context: Effective traits for expatriate managers at different levels. / Lauring, Jakob; Selmer, Jan; Kubovcikova, Annamaria.

In: International Journal of Human Resource Management, Vol. 30, No. 6, 2019, p. 1010-1035.

Research output: Contribution to journal/Conference contribution in journal/Contribution to newspaperJournal articleResearchpeer-review

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Lauring, Jakob ; Selmer, Jan ; Kubovcikova, Annamaria. / Personality in context: Effective traits for expatriate managers at different levels. In: International Journal of Human Resource Management. 2019 ; Vol. 30, No. 6. pp. 1010-1035.

Bibtex

@article{6a2aae66ef7b43b3b94020720ae443b5,
title = "Personality in context:: Effective traits for expatriate managers at different levels",
abstract = "The purpose of this article is to assess how management level as a contextual factor interacts with personal characteristics in predicting expatriate performance. In particular, we focused on proactive personality (the individual’s disposition to change the organizational environment) and self-control (the individual’s disposition to change oneself to fit the organizational environment). Surveying 307 business expatriate managers in China, we hypothesized that in relation to work outcomes, the effect of proactive personality would be stronger for CEOs while the effect of self-control would be stronger for non-CEOs. We found both proactive personality and self-control to have favorable effects on our performance indicators: job performance, effectiveness, and time to proficiency. In line with our prediction, we also found the effect of proactive personality on job performance to be stronger for CEO expatriates while the effect of self-control on performance was stronger for non-CEO expatriate managers.",
keywords = "CEOs, Expatriates, contextual factors, management level, performance, proactive personality, self-control, NATIONALITY, ORGANIZATIONAL CULTURE, SELF-CONTROL, HOST COUNTRY, COMMON METHOD VARIANCE, JOB-PERFORMANCE, CROSS-CULTURAL ADJUSTMENT, WORK OUTCOMES, PROACTIVE PERSONALITY, SUBSIDIARIES",
author = "Jakob Lauring and Jan Selmer and Annamaria Kubovcikova",
year = "2019",
doi = "10.1080/09585192.2017.1381137",
language = "English",
volume = "30",
pages = "1010--1035",
journal = "International Journal of Human Resource Management",
issn = "0958-5192",
publisher = "Taylor & Francis Online",
number = "6",

}

RIS

TY - JOUR

T1 - Personality in context:

T2 - Effective traits for expatriate managers at different levels

AU - Lauring, Jakob

AU - Selmer, Jan

AU - Kubovcikova, Annamaria

PY - 2019

Y1 - 2019

N2 - The purpose of this article is to assess how management level as a contextual factor interacts with personal characteristics in predicting expatriate performance. In particular, we focused on proactive personality (the individual’s disposition to change the organizational environment) and self-control (the individual’s disposition to change oneself to fit the organizational environment). Surveying 307 business expatriate managers in China, we hypothesized that in relation to work outcomes, the effect of proactive personality would be stronger for CEOs while the effect of self-control would be stronger for non-CEOs. We found both proactive personality and self-control to have favorable effects on our performance indicators: job performance, effectiveness, and time to proficiency. In line with our prediction, we also found the effect of proactive personality on job performance to be stronger for CEO expatriates while the effect of self-control on performance was stronger for non-CEO expatriate managers.

AB - The purpose of this article is to assess how management level as a contextual factor interacts with personal characteristics in predicting expatriate performance. In particular, we focused on proactive personality (the individual’s disposition to change the organizational environment) and self-control (the individual’s disposition to change oneself to fit the organizational environment). Surveying 307 business expatriate managers in China, we hypothesized that in relation to work outcomes, the effect of proactive personality would be stronger for CEOs while the effect of self-control would be stronger for non-CEOs. We found both proactive personality and self-control to have favorable effects on our performance indicators: job performance, effectiveness, and time to proficiency. In line with our prediction, we also found the effect of proactive personality on job performance to be stronger for CEO expatriates while the effect of self-control on performance was stronger for non-CEO expatriate managers.

KW - CEOs

KW - Expatriates

KW - contextual factors

KW - management level

KW - performance

KW - proactive personality

KW - self-control

KW - NATIONALITY

KW - ORGANIZATIONAL CULTURE

KW - SELF-CONTROL

KW - HOST COUNTRY

KW - COMMON METHOD VARIANCE

KW - JOB-PERFORMANCE

KW - CROSS-CULTURAL ADJUSTMENT

KW - WORK OUTCOMES

KW - PROACTIVE PERSONALITY

KW - SUBSIDIARIES

U2 - 10.1080/09585192.2017.1381137

DO - 10.1080/09585192.2017.1381137

M3 - Journal article

VL - 30

SP - 1010

EP - 1035

JO - International Journal of Human Resource Management

JF - International Journal of Human Resource Management

SN - 0958-5192

IS - 6

ER -