Papers by Paula Caligiuri
Administrative Science Quarterly, 2002
As the subtitle to this book-"The Invisible Evolution of Japanese Women Managers"- indi... more As the subtitle to this book-"The Invisible Evolution of Japanese Women Managers"- indicates, there are more women managers in Japan than is ordinarily acknowledged by either men or women, and the numbers are growing each day. Renshaw's research for the book ...
Research in Comparative and International Education, 2019
This study examines whether preexisting close friendships facilitate students’ cultural agility d... more This study examines whether preexisting close friendships facilitate students’ cultural agility development during short-term international study abroad experiences. Using a longitudinal design, we found that study abroad students who had a close friend accompanying them on the experience (i.e., an “international study buddy”) had lower cultural agility at the onset of the experience but had a higher level of cultural agility development upon return, compared with those without a friend on the trip. Those who did not travel with friends demonstrated no significant cross-cultural competency development. Our findings suggest that contextual novelty is independently determined, and the presence of a trusted friend may help reduce the novelty enough such that students with lower predeparture cultural agility can comfortably gain from the experience. At the same time, for development to occur, students with higher cultural agility may need more contextual novelty than the short-term stud...
Journal of World Business, 2015
Multinational companies (MNCs) create international teams to pool global talent and meet organiza... more Multinational companies (MNCs) create international teams to pool global talent and meet organizational goals. But the many differences among team members are fertile ground for conflict. While traditional conflict management techniques gather all team members together to resolve or minimize conflicts, geographic dispersion greatly increases the time, money, and disruption to daily workflow activities necessary to bring multinational teams together. We use a social network perspective to identify and prioritize conflicts to increase team effectiveness, allowing management to focus on the most critical conflicts first. Further, we show that the most critical conflict might not be between headquarters and country subsidiaries, but between two country subsidiaries.
International Journal of Human Resource Management, Dec 9, 2010
... Piscataway, NJ 08854, USA (tel: 1 1 732 445 5973; fax: 1 1 732 445 2830; e-mail: tarique@eden... more ... Piscataway, NJ 08854, USA (tel: 1 1 732 445 5973; fax: 1 1 732 445 2830; e-mail: [email protected]); Peter Bürgi, International ... Cross-cultural training on how to bargain would not improve the accuracy of expatriates' expectations if they will not need to bargain in ...
Http Dx Doi Org 10 1080 095851999340495, Feb 18, 2011
This study tests a four-factor model proposed by Caligiuri and Cascio (in press) for predicting t... more This study tests a four-factor model proposed by Caligiuri and Cascio (in press) for predicting the cross-cultural adjustment of female expatriates. The four factors tested in this paper were family support, personality characteristics, organizational support and host ...
From Policy to Practice, 2008
Leading Global Teams, 2014
Increasingly, organizations need people who can perform work comfortably and effectively in diffe... more Increasingly, organizations need people who can perform work comfortably and effectively in different countries and with people from diverse cultures. Those that possess certain cross-cultural competencies (self-management, managing relationships and teams, and managing business decisions) and immutable personality traits (extraversion, openness, and emotional stability) are more likely to be effective in these global environments. In this chapter, the authors argue that participation in global teams can help develop employees’ cross-cultural competencies. However, in order to be effective developmentally, the teams should represent a stretch challenge, they must include meaningful peer-level collaboration with team members from different cultures, and they should provide opportunities to receive feedback and support. In order to create teams that facilitate the development of cross-cultural competencies, the authors make several recommendations. First, organizations should provide a nonthreatening way for team members to learn about the cultural differences within the team, such as a face-to-face cross-cultural training session. Second, team members should collectively decide how they will manage those differences, ideally in a manner that is equally (un)comfortable for all team members. Finally, team leaders should provide clarity and coaching on process and outcomes of the teams, and they should also ensure the highest level of psychological safety is offered to all team members.
Self-Management and Leadership Development, 2010
Journal of International Business Studies, 2013
Although the Journal of International Business Studies is not a practice-oriented journal, thinki... more Although the Journal of International Business Studies is not a practice-oriented journal, thinking deeper about the practical relevance of our articles can only help enrich them and help decision makers implement better decisions. However, while many academic articles in social sciences go to great lengths to explain their theoretical and empirical impact, in many cases their explanation of practical relevance is a paragraph in the conclusion section with a few cursory ideas that appear to be an afterthought rather than an integral part of the article. Here we provide suggestions for crafting a practical implications section that is relevant for decision makers.
The International Journal of Human Resource Management, 1999
Based on the opinions of experts in the field of international human resource management (IHRM), ... more Based on the opinions of experts in the field of international human resource management (IHRM), scholarly journals were nominated and ranked. Each respondent nominated five journals he or she would reference when writing a manuscript or researching a topic in international human resource management. The same journals were also ranked. Based on both the nominations and rankings, strong agreement was found for the top journals in IHRM. These included both mainstream management journals (e .g ., Academy of Management Journal) and sub-field journals (e .g ., International Journal of Human Resource Management). This study suggests that, besides the mainstream journals, international management journals have both prestige and impact in the sub-field of international human resource management .
Based on the opinions of experts in the field of international human resource management (IHRM), ... more Based on the opinions of experts in the field of international human resource management (IHRM), scholarly journals were nominated and ranked. Each respondent nominated five journals he or she would reference when writing a manuscript or researching a topic in international human resource management. The same journals were also ranked. Based on both the nominations and rankings, strong agreement was found for the top journals in IHRM. These included both mainstream management journals (e .g ., Academy of Management Journal) and sub-field journals (e .g ., International Journal of Human Resource Management). This study suggests that, besides the mainstream journals, international management journals have both prestige and impact in the sub-field of international human resource management .
With respect to global leadership development, this article suggests that managers differentially... more With respect to global leadership development, this article suggests that managers differentially benefit from a given intercultural training or developmental experiencedepending on their individual aptitudes (i.e., knowledge, skills, abilities, and other personality characteristics). The main premise of this article is that offering the right people (those with the requisite individual aptitudes) the right developmental opportunities will produce leaders who can effectively perform global leadership tasks and activities.
Based on theoretical perspectives from the work/family literature, this study tested a model for ... more Based on theoretical perspectives from the work/family literature, this study tested a model for examining expatriate families' adjustment while on global assignments as an antecedent to expatriates' adjustment to working in a host country. Data were collected from 110 families that had been relocated for global assignments. Longitudinal data, assessing family characteristics before the assignment and cross-cultural adjustment approximately 6 months into the assignment, were coded. This study found that family characteristics (family support, family communication, family adaptability) were related to expatriates' adjustment to working in the host country. As hypothesized ; the families' cross-cultural adjustment mediated the effect of family characteristics on expatriates' host-country work adjustment. Increased global competition has given rise to human resource systems that foster and successfully use individuals' global competence (Adler & Bartholomew, 1992). Having an employee development system in which highlevel potential managers are required to accept a global assignment to gain global experience is one method for building global competence within organizations. Because global assignments are important for both individuals' career growth and organizations' global success, having a systematic means to predict who will be most likely to succeed in these critical assignments is also increasing in importance. The need for multinational organizations to improve their ability to predict success on global assignments is compounded by the fact that many global assignments are not successful _(Black, Gregersen, & Mendenhall, 1992 ; Tung, 1981). Given the strategic importance multinational
The issue of repatriate turnover continues to be a challenge for many multinational companies tod... more The issue of repatriate turnover continues to be a challenge for many multinational companies today. This article describes several repatriate support practices offered by organizations-and how effective they are at lowering repatriates' turnover intentions. We found that supportive repatriate practices offered by companies improved the repatriates' general perceptions about their companies. Repatriates who were offered more of these supportive practices, and believed that such programs were relevant and important for their successful repatriation, felt as though their company cared about their overall well-being-and ultimately, had a greater desire to remain with the company upon repatriation. These findings were based on a study with 58 expatriates from four North American-based multinational organizations.
Given the importance of effective global leadership, both academics and practitioners alike have ... more Given the importance of effective global leadership, both academics and practitioners alike have become increasingly interested in ways to develop successful global business leaders. This study of over two hundred global leaders found that high contact cross-cultural leadership development experiences and the leaders’ personality characteristics were predictors of effectiveness in global leadership activities. Testing hypotheses based on social learning theory and the contact hypothesis, extroversion is found to moderate the relationship between high contact cross-cultural leadership development experiences and effectiveness on global leadership activities: Highly extroverted leaders with a greater number of high contact cross-cultural leadership development experiences are the most effective on global leadership activities. 2008 Elsevier Inc. All rights reserved. * Corresponding author. Tel.: +1 212 618 6583; fax: +1 212 346 1937. E-mail addresses: [email protected] (P. Ca...
Entrepreneur and Innovation Exchange
Business and Economic Research
The global pandemic of 2020-21 has enabled an examination of the conditions under which working f... more The global pandemic of 2020-21 has enabled an examination of the conditions under which working from home is preferred. We examine whether work-life conflict (both work interfering with family and family interfering with work) and need fulfillment (autonomy, relatedness, competence) can be used to predict employees’ preference for working from home in the future, post-pandemic. With a sample of 944 employees working from home for the first time, this study found that work-life conflict was negatively related and need fulfillment was positively related to employees’ preference for working from home post-pandemic. The experience of having children at home or a partner who was also working from home did not affect employees’ long-term preference for working from home; however, being female did. Women were less likely to want to work from home post-pandemic. The implications for ways to maximize the experience of working from home in the future are discussed.
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Papers by Paula Caligiuri