1. A Framework for Evaluating Cross-Cultural Management Performance Peter Woods Griffith Business School Griffith University IFSAM 2004, Gothenburg, Sweden

6. Table 1 – Proposed performance element categories Performance Element Definition Main Research 1 Personality The relatively stable psychological and behavioural attributes that distinguish one person from another Van der Zee and Van Oudenhoven (2000, 2001) 2 Engagement / Experience The degree of interaction with host country nationals and length of service on international expatriate postings Jordan and Cartwright (1998), Caligiuri (2000) 3 Attitudes Complexes of beliefs and feelings that people have about specific ideas, situations or other people Ajzen and Fishbein (1980) 4 Knowledge/ Awareness - Awareness of information or understanding of particular information areas Early and Erez (1997) 5 Skills/ Competencies Behaviours that can be modified through training and experience Fish and Wood (1997), Jordan and Cartwright (1998) 6 Other Performance elements outside of the expatriates control that have an impact on cross-cultural management performance Mamman (1995), Kraimer, Wayne and Jaworski (2001)

10. Table 3 (Extract) – Top Personality Aspect by Frequency and Importance Score Personality Aspect Frequency of Response Importance Rating Open-minded 100 359 Adaptability 74 268 Patience 54 206 Extroversion 42 151 Emotional Stability 26 96 Sense of humour 25 84 Conscientiousness 24 86

11. Table 3 (Extract) – Top Experience Aspects by Frequency and Importance Score Experience Aspect Frequency of Response Importance Rating Mixing Socially With Cultural Others 58 194 Working With People From Other Cultures 55 194 Relevant Work Experience 39 140 International Travel 36 121 Life Experience 30 104

12. Table 3 (Extract) – Top Attitude Aspects by Frequency and Importance Score Attitude Aspect Frequency of Response Importance Rating Manager Respects Locals and Their Culture 68 254 Caring and Kind Towards Locals 45 154 Fairness Towards Locals 33 115 Empathy Towards Locals 29 105 Tolerant Towards Differences 24 86 Willing to Mix With Locals 24 83 Interest in the Host Country 20 73

13. Table 3 (Extract) – Top Knowledge Aspects by Frequency and Importance Score Knowledge Aspect Frequency of Response Importance Rating Cultural Awareness 104 376 Knowledge of Local Business Environment 59 254 Manager Understands Locals and Their Motivations 54 193 Knowledge of Host Country Society 40 137 Education Relevant to the Managerial Role 39 137

14. Table 3 (Extract) – Top Skills by Frequency and Importance Score Skills Frequency of Response Importance Rating Language Skills 69 214 Communication Skills 55 203 Cross-Cultural Skills 51 184 Leadership Skills 40 150 Expertise in Their Work Area 38 131 Interpersonal Skills 36 126 Able to Adapt Management Practices Across Cultures 35 116

15. Table 3 (Extract) – Other Aspects by Frequency and Importance Score Aspect Frequency of Response Importance Rating Age 17 53 Family Support 12 43

16. Figure 3 - Mean frequency of responses for Attitudes by expatriates and subordinates.

17. Figure 4 - Mean frequency of responses for Knowledge and Skills by Australians and Non-Australians.

18. Figure 5 - Mean importance rating for Personality by Australians and Non-Australians.

19. Cross-Cultural Management Skills Open-minded Adaptability Patience Extroversion Respects locals & their culture Caring & kind towards locals Fairness towards locals Education relevant to the managerial role Host cultural awareness Local business environment Understands locals & their motivations Host country society Language skills Communication skills Cross-cultural skills Leadership skills Personality Attitudes to Cultural Other Knowledge of Cultural Other Overall Assessment of Cross-Cultural Management Performance H2 H4 H3 Engagement with Cultural Other Extent of international travel Extent of mixing socially with cultural others Extent of experience in working with cultural others H1 Cultural Toughness Company International Orientation H5 Figure 6 - A Model of Cross Cultural Management Performance Empathy towards locals Expertise in work area Interpersonal skills Relevant work experience Life experience

29. Cross-Cultural Management Evaluation Model 1. Cultural Awareness CA 2. Open-Minded OM 3. Flexible/ Adaptable FL 4. Knowledge of Other Culture’s Business Environment OBE 5. Respect for Cultural Others and Their Culture RCO 6. Other Language Skills OLS 8. Cultural Toughness CT 9. Job Complexity JC 10. Company International Orientation CIO 11. Task Performance TP 12. Contextual Performance CP 7. Amount of Contact with Host Country Nationals CCO