Person–Environment Fit and Expatriate Job Satisfaction

• Published date: 01 November 2018
• Author: Sebastian Stoermer,Arno Haslberger,Albert Lorenz Kraeh,Fabian Jintae Froese
• Date: 01 November 2018
• DOI: http://doi.org/10.1002/tie.21920

THE CHANGING NATURE OF EXPATRIATION

Person–Environment Fit and Expatriate Job Satisfaction

Sebastian Stoermer

1

| Arno Haslberger

2

| Fabian Jintae Froese

1

| Albert Lorenz Kraeh

1

1

University of Goettingen

2

Middlesex University

Correspondence

Fabian Jintae Froese, University of

Goettingen, Platz der Goettinger Sieben

5, 37073 Goettingen, Germany.

Email: fabian-jintae.froese@wiwi.uni-

goettingen.de

Despite the prominence of cross-cultural adjustment in expatriate research, recent literature

has criticized the theoretical foundation and dimensionality of this construct. Building on

person–environment fit theory, we empirically investigate a multidimensional conceptualization

of cross-cultural adjustment in the work domain, considering expatriate abilities and needs as

well as environmental demands and supplies. We conduct polynomial regression analysis on a

sample of 175 expatriates in South Korea. Results show that job satisfaction increases as per-

ceived organizational support exceeds expatriates’need for organizational information. In a

similar vein, job satisfaction increases as expatriates’cultural skills exceed workplace social

exclusion. We visualize the identified relationships using response surface analysis. Implications

for theory and practice are discussed.

KEYWORDS

cross-cultural adjustment, cultural skills, need for organizational information, person–

environment fit, response surface analysis, workplace social exclusion

1|INTRODUCTION

In an era of globalization and transregional business interdependen-

cies, the number of expatriates is expected to increase further in the

years to come (Cartus, 2014). Expatriates constitute an important

part of the organizational workforce, and failed international assign-

ments can cost organizations considerable sums and hurt perfor-

mance (Borstoff, Harris, Feild, & Giles, 1997). In this regard,

enhancement and maintenance of expatriates’job satisfaction has

become a key objective for organizations due to its impact on impor-

tant work-related outcomes, for example, organizational commitment,

performance, and turnover (Bhaskar-Shrinivas, Harrison, Shaffer, &

Luk, 2005; Takeuchi, 2010; Zimmerman, 2008).

Extant research has emphasized that cross-cultural adjustment

(e.g., Bhaskar-Shrinivas et al., 2005) is a pivotal condition for expatri-

ate job satisfaction and, thus, expatriation success. In response,

numerous studies have investigated individual- and firm-level antece-

dents of expatriates’cross-cultural adjustment (for reviews, see

Bhaskar-Shrinivas et al., 2005; Takeuchi, 2010). These studies have

improved our understanding of the adjustment process and success

factors, for example, personality facets or spousal support

(e.g., Davies, Kraeh, & Froese, 2015; Peltokorpi & Froese, 2014). In

terms of the conceptualization and measurement of expatriates’

cross-cultural adjustment, the work of Black and colleagues (Black &

Stephens, 1989; Black, Mendenhall, & Oddou, 1991) has substantially

informed and advanced current knowledge in expatriate research

(Bhaskar-Shrinivas et al., 2005). However, as recent research under-

scores (e.g., Haslberger, Brewster, & Hippler, 2013; Haslberger &

Dickmann, 2016; Takeuchi, 2010), the conceptualization of Black and

associates also has some shortcomings, for example, concerning its

theoretical foundation and a unidimensional focus on the match

between expatriate needs and environmental supplies. In response,

Haslberger et al. (2013) have developed a theory-driven conceptuali-

zation of cross-cultural adjustment, taking account of the relation-

ship/interaction between expatriates and their organizational

environment.

In this article, we draw from Haslberger et al. (2013) to develop

a novel conceptualization of cross-cultural adjustment in the work

domain and subsequently test its effects on expatriate job satisfac-

tion. Following Haslberger et al. (2013), our model is rooted in

person–environment (P/E) fit theory. The theory posits (Caplan,

1987; French, Rodgers, & Cobb, 1974) that individuals and their

organizational environment have certain requirements, which need

to be met reciprocally to establish successful work relations. We

transfer this rationale to the expatriate situation. First, we draw

from prior research that has shown that organizational information—

for example, regarding individual progress on the job or employer

expectations—is a central need for employees (e.g., Vander Elst,

DOI: 10.1002/tie.21920

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