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To cite this article: Shuming Zhao, Yan Liu & Lulu Zhou (2016): How does a boundaryless
mindset enhance expatriate job performance? The mediating role of proactive resource acquisition
tactics and the moderating role of behavioural cultural intelligence, The International Journal of
Human Resource Management, DOI: 10.1080/09585192.2016.1253033
Article views: 80
ABSTRACT KEYWORDS
Drawing on self-determination theory, this study explores Boundaryless mindset;
how a boundaryless mindset influences expatriate job proactive resource
performance, while incorporating the mediating role of acquisition tactics;
proactive resource acquisition tactics and the moderating role behavioural cultural
intelligence; expatriate
of behavioural cultural intelligence. Analyses of three waves of job performance; Chinese
data totalling 389 expatriatesupervisor dyads collected from multinational corporations
10 large Chinese multinational corporations indicated that a
boundaryless mindset has a positive influence on expatriate
task and contextual performance through the mediating
role of proactive resource acquisition tactics. Furthermore,
behavioural cultural intelligence enhanced the effects of
proactive resource acquisition tactics on task performance
and contextual performance. The theoretical and practical
implications are discussed.
Introduction
Research on international assignment addresses expatriate success at the individual
level, such as career growth, external marketability and career development
(e.g. Benson & Pattie, 2008; Starr & Currie, 2009; Tung, 1988) as well as organi-
zational level, such as performance (the achievement of key organizational objec-
tives and the accomplishment of organizational tasks), the transfer of expertise,
the building of networks and relationships and the retention of employees (e.g.
Bonache & Noethen, 2014; Chang, Gong, & Peng, 2012; Kraimer & Wayne, 2004).
The current research pays attention to expatriate success at organizational level.
Traditional expatriate success research has focused on the stress perspective, i.e.
viewing expatriate success as a process by which expatriates make psychological
modifications to address life-changing pressures and uncertainty in their work
Behavioural
cultural
intelligence
Task
performance
Boundaryless Proactive resource
mindset acquisition tactics
Contextual
performance
mindsets facilitate task and contextual aspects of job performance, one of the
specific criteria in evaluating expatriate success at the organizational level (Cerdin
& Le Pargneux, 2009; Kraimer & Wayne, 2004).
The challenges inherent in expatriate jobs involve uncertainty personal
(e.g. stress, identity transformation) and work (e.g. structural and perceptual barri-
ers) demands (Shaffer et al., 2012). Based on the job demand and resource (JD-R)
model that highlights the role of job resources on reducing job demands (Bakker
& Demerouti, 2007; Demerouti, Bakker, Nachreiner, & Schaufeli, 2001), we give
attention to a bundle of proactive resource acquisition tactics, referring to the
behaviours initiated by individuals to acquire information, establish relationships
and gain affection in the workplace (Ren et al., 2014). By differentiating between
intrinsic and extrinsic motivation, self-determination theory (SDT) (Deci & Ryan,
1985) provides a useful foundation to understand the reasons individuals engage
in autonomous (self-initiated) behaviour. Drawing on this theory and the concept
of boundaryless mindsets, especially proactive behaviour and job performance
research, we argue that a boundaryless mindset motivates an expatriate automat-
ically engage in proactive resource acquisition tactics, which in turn enhances
expatriate job performance.
However, the literature is not clear that proactive tactics are always benefi-
cial to expatriate job performance in complicated cross-cultural contexts. This is
important because proactive tactics are conducted in overseas locations, which
have special cultural norms and standards of compliance. Thus, we pay attention
to expatriate behavioural cultural intelligence, defined as an individuals exibility
in demonstrating appropriate verbal and non-verbal actions when interacting
with people from different cultural backgrounds (Earley & Ang, 2003). We view
expatriate behavioural cultural intelligence as a boundary condition that exerts
influence on the effects of proactive resource acquisition tactics. Therefore, we
examine the moderating role of behavioural cultural intelligence on the rela-
tionship between proactive resource acquisition tactics and expatriate job per-
formance. The proposed relationships developed in the subsequent sections are
depicted in Figure 1.
Understanding expatriate success is context dependent, with China providing
an important case study. According to statistics from the Chinese Ministry of
Commerce, Chinas foreign direct investment (FDI) in 156 countries and regions
reached US $102.89 billion in 2014. By the end of 2013, China had established
25.40 thousand FDI corporations overseas, and that number is expected to increase
annually.1 Chinese multinational corporations are encountering significant chal-
lenges on selection, training and management of expatriates (Zhao, 2016), but little
is known about the experiences of Chinese expatriates success. Second, to explore
expatriate success from a motivation perspective accords well with the Chinese
context and realistic status. The Chinese family-based work ethic contends that
work is for the welfare of the family (Redding & Wong, 1986); it is acceptable
that a family lives in separate places due to one of the members obtaining an
4 S. Zhao et al.
international assignment with financial and career benefits (Shen & Jiang, 2015).
Compared with non-Chinese expatriates, worklife balances should be a lesser
stressor for Chinese expatriate success, despite that family problems ranked as
a top reason for expatriate failure (e.g. Dupuis & Haines, 2008; Fischlmayr &
Kollinger, 2010; Tung, 1987). Chinese rapid globalization has called on indi-
viduals to take part in international assignment, and overseas experiences and
cross-culture competence are valued highly for individual career development.
Research indicates that Chinese employees view international assignment as all-
too-rare opportunities (Shen & Edwards, 2004), either for the intrinsic motivation
(e.g. enjoyment and satisfaction) or extrinsic motivation (e.g. money, position and
career development). Third, the boundaryless mindset matches well with the cur-
rent Chinese employment environment. Within Chinas economic transition and
reform environment, Chinese employees are experiencing changing and insecure
employment during their working lives. Taking opportunities to improve their
employability and career development are commonly accepted and embraced
by Chinese employees. In line with the evolution of employment relations and
careers, exploring the boundaryless mindset in China is timely.
To summarize, our research makes four principal contributions to the expatri-
ate success literature: (1) by linking boundaryless mindset to expatriate job perfor-
mance, our research extends the antecedent scope of expatriate success to include
boundaryless mindsets; (2) by examining the mediating role of proactive resource
acquisition tactics, our research offers a theoretical basis for associating bound-
aryless mindsets with expatriate job performance; (3) by testing the moderating
role of behavioural cultural intelligence, our research identifies unique boundary
conditions for expatriate proactive resource acquisition tactics; (4) using Chinese
expatriate samples to test the theoretical model, the findings in a non-Western
context expand our understanding of global research on expatriate success.
reflected in different reasons for behaving, and these reasons provide the means for
assessing the types of motivation (Ryan & Connell, 1989). For instances, intrinsi-
cally motivated behaviour is prototypically autonomous, propelled by an individ-
uals interest in the activity itself; a behaviour being autonomously extrinsically
motivated requires that individuals identify with the value of this behaviour for
their own self-selected goals (Gagn & Deci, 2005).
multinational corporations, Stahl, Miller, and Tung (2002) found that the most
important motives of accepting international assignments of the respondents
were personal challenge, important of the job itself and professional develop-
ment, and the vast majority of respondents viewed their international assignment
as an opportunity for skill development and future career advancement, even
though it may not be within their current company. Yielding similar findings,
Tung (1998) investigation of 409 expatriates on assignment to 51 countries found
that the respondents believed that international assignments were an important
opportunity to acquire skills and experience usually not available at home, and
the successful completion of an international assignment would have a positive
impact upon their subsequent career advancement either in their current organi-
zation or elsewhere. According to Cerdin and Le Pargneux (2009), the congruence
between (1) positive motivation to go abroad and (2) free choice (volunteer) to
accept the expatriation and expatriation characteristics results in international
assignment success, which lays the foundation for establishing the theoretical
foundations of our research.
to perceive situations as gains for ones personal outcomes rather than losses
from ones choices (Ashford & Black, 1996). Ashford and Black (1996) found that
new employees can obtain task-related, interpersonal-related and affect-related
resources through proactive tactics, resulting in higher job performance. Ren
et al. (2014) use proactive tactics to reference their study of expatriate success.
While Ren et al. (2014) employed expatriate proactive resource acquisition tactics
as separate variables, information seeking, relationship building and positive
framing somewhat blur conceptually in expatriation (Ashford & Black, 1996), since
the basis of obtaining information is relationship building, and positive framing
push individuals to engage in information seeking and relationship building. As
suggested by prior research in the expatriate literature on relevant constructs,
such as perceived organizational support and cross-cultural adjustment (e.g.
Kraimer & Wayne, 2004; Ren et al., 2014; Wu & Ang, 2011), we treat information
seeking, relationship building and positive framing as bundled proactive resource
acquisition tactics.
We argue that a boundaryless mindset promotes expatriate proactive resource
acquisition tactics. One reason is that individuals with a boundaryless mindset
prefer initiating and pursuing work-related relationships across organizational
boundaries (Briscoe et al., 2006), indicating that they have intrinsic motivation
on building relationships. Individuals with a boundaryless mindset are willing to
improve their competence and provide performance evidence to improve employ-
ability (Smith & Sheridan, 2006; Sullivan & Arthur, 2006), and the information
resources in the work, organizational and social networks benefit task accom-
plishment and knowledge accumulation (Farh, Bartol, Shapiro, & Shin, 2010). It
implies that individuals with a boundaryless mindset may identify or integrate the
value of seeking out information for their self-selected goals, forming an extrinsic
motivation on information seeking. Moreover, individuals with a boundaryless
mindset like challenging environments that enable them to experience new things
(Briscoe et al., 2006). The preference may intrinsically drive them to shape the
context of their work by cognitively composing the content of their jobs through
positive framing (Wrzesniewski & Dutton, 2001). According to the SDT, auton-
omous behaviour is motivated by ones interest in this behaviour (i.e. intrinsic
motivation) and/or because the value and regulation of the behaviour have been
integrated within ones self (i.e. integrated extrinsic motivation); and individuals
who consider themselves autonomous tend to initiate actions, rather than follow
(Deci & Ryan, 1985; Gagn & Deci, 2005).
Empirical research supports our proposition. Briscoe et al. (2012) found
that a boundaryless mindset enabled employees to better cope with change and
explained that a boundaryless mindset played an intrinsic role in motivation,
resulting in an individual preference for taking the initiative in organizing ones
work and seeking an adaptive advantage. Other studies provided indirect evi-
dence, such as findings that boundaryless career attitudes are related to proactive
personality, which is an antecedent of a variety of proactive behaviours (Briscoe
8 S. Zhao et al.
et al., 2006; Uy, Chan, Sam, Ho, & Chernyshenko, 2015). Some of the proactive
behaviours are similar to proactive resource acquisition tactics, such as building
social networks (Lambert, Eby, & Reeves, 2006; Thompson, 2005) and obtaining
knowledge of organizational politics (Seibert, Kraimer, & Crant, 2001). Thus, we
present the following hypothesis:
Hypothesis 1: The boundaryless mindset of an expatriate is positively related to proac-
tive resource acquisition tactics.
of their work roles and create their own relationship networks (Wrzesniewski
& Dutton, 2001). With positive affect resources acquired by positive framing,
expatriates may be more willing and capable of perform extra work such as
helping behaviours and teamwork cooperation associated with contextual
performance.
There is considerable research that supports our propositions. Job resources
have been shown to lead to engagement and positive outcomes including dedica-
tion and extra-role performance (Bakker, Demerouti, & Verbeke, 2004; Schaufeli
& Bakker, 2004). Relationship building and positive framing promote expatriate
work embeddedness and cross-cultural adjustment (Ren et al., 2014), the impor-
tant antecedents of job performance (Chen et al., 2010; Feldman & Ng, 2007;
Kraimer & Wayne, 2004; Wang & Takeuchi, 2007; Wu & Ang, 2011). We thus
propose the following hypothesis:
Hypothesis 2Proactive resource acquisition tactics positively relate to (a) task per-
formance and (b) contextual performance.
In their SDT and work motivation research, Gagn and Deci (2005) proposed that
autonomous motivation, which consists of a mix of intrinsic motivation and internal-
ized extrinsic motivation, is superior in situations that include both complex tasks (that
are interesting) and less complex tasks (that require discipline). It implies that individ-
uals with high boundaryless mindset who have autonomous motivation to engage in
international assignments and proactive resource acquisition tactics may achieve high
job performance associated with both task and contextual aspects. Combined with the
relationships being suggested by Hypotheses 1 and 2, we suggest that a boundaryless
mindset motivates expatriate to engage in proactive resource acquisition tactics, which
in turn enhance both expatriate task and contextual performance.
Related research has laid the foundation for exploring the mediating effect of
proactive resource acquisition tactics by emphasizing the importance of proactive
behaviours in linking motivational variables and job performance. For example,
Kanfer and Ackerman (1989) found that proactive goal striving was the behav-
ioural and psychological mechanisms by which individuals purposively seek to
accomplish proactive goals. Chen et al. (2010) and Wang and Takeuchi (2007)
found that proactive cross-cultural motivation and goal orientation improved
job performance through expatriate cross-cultural adjustment. The underlying
mechanism of such relationships was expatriates proactive sustaining efforts to
adjust and adapt to their international assignments. Briscoe et al. (2012) found
that actively coping with changes served as a mediator between a boundaryless
mindset and job performance. We posit that proactive resource acquisition tactics
mediate the impact of a boundaryless mindset on expatriate task and contextual
performance. That is, a boundaryless mindset enhances expatriates task and con-
textual performance at least in part because of expatriates proactive resource
acquisition that a boundaryless mindset enhances. Therefore, we propose the
following hypothesis:
10 S. Zhao et al.
Methodology
Sample and data collection procedure
Starting in March 2014, utilizing our networks of alumni associations, we con-
tacted 10 large-scale Chinese multinational corporations by convenient sampling
to conduct our investigation. The sample consisted of a coal mining group, an alu-
minium corporation, a petrochemical corporation, a petroleum engineering and
construction corporation, a nationalized bank, a textile and garment corporation,
a harbour group corporation, a foreign trade corporation, a media group corpo-
ration and an appliances group corporation. They are all state-owned enterprises.
In China, these corporations are attractive for high job security, attractive salary
and good treatment. In other words, these corporations have relatively low talent
mobility (turnover) because employees cherish their employment opportunity.
It is especially instructive to investigate boundaryless mindsets in such security
corporations.
Our respondents consist of engineering technicians and white-collar
employees who are assigned overseas by the headquarters of these corpora-
tions. Each corporations human resources departments provided us with the
expatriates e-mail addresses and sent an initial e-mail to encourage them
to participate in the academic study. Our survey, along with a cover letter
assuring confidentiality and voluntary participation, was then distributed to
these expatriates.
12 S. Zhao et al.
We number coded the surveys to match the responses of each employee with
those of his/her supervisor. Three waves of data collection with two-month inter-
vals were conducted to reduce potential common method bias. In the first-wave
(Time 1), 620 available expatriates were surveyed on demographic characteris-
tics, boundaryless mindset and behavioural cultural intelligence. A total of 531
expatriates returned the survey. In the second wave, (Time 2), the 531 expatriates
who responded were surveyed on their proactive resource acquisition tactics. A
total of 489 expatriates returned the survey. In the final wave, (Time 3), these 489
expatriates were asked to distribute the job performance survey to their super-
visors. We provided our email addresses and asked the supervisors to return
their surveys directly to the researchers. A total of 389 surveys were ultimately
returned. After matching the surveys of supervisors and expatriates, 389 dyads
of expatriatesupervisor data were available to test the hypotheses, yielding an
effective response rate of 62.7%.
The host locations of the respondents covered 33 countries across Africa,
America, Middle East, Europe, Asia and Oceania. In the questionnaires, 77.1%
of expatriates were under 40years old; 71.4% were male; 82.6% held bachelor's
degree or above; 71.7% were married; 20.1% were accompanied by their spouse
in the assignment; the average assignment tenure was 28months; 37.5% had prior
international experience; and 64% were fluent in the local language.
Measures
A six-point Likert scale was used for all study items (1 = strongly disagree,
6=strongly agree). Surveys were translated from English to Chinese and submit-
ted for an independent back translation to English to ensure that the accuracy
of the meaning was maintained. Several rounds of revisions were conducted by
bilingual experts until no further inaccuracies in translation were detected. The
Cronbachs alpha of each scale is displayed in Table 1.
Boundaryless attitudes
A boundaryless mindset was measured using the eight-item scale developed by
Briscoe et al. (2006). One sample item was I like job tasks that require me to work
outside my own department.
Control variables
Several control measures were used to eliminate influences related to outcomes in
our model: age, gender, marital status, education level, assignment tenure (month),
presence of spouse, prior international experience and language fluency.
Descriptive statistics
Table 1 presents the means, standard deviations, Cronbachs alphas and zero-order
correlations of all variables included in this study. The hypothesized relation-
ships among study variables appear to be well represented in the correlations.
Specifically, a boundaryless mindset was positively correlated with proactive
resource acquisition tactics (r=.15, p<.01), which in turn were positively related
to task performance (r=.24 p<.01) and contextual performance (r=.38, p<.01).
Preliminary analyses
Results
We tested the hypotheses using ordinary least squares regression analyses.
Table 2 presents the results of the regression analyses of the effects of a boundary-
less mindset and proactive resource acquisition tactics on task performance and
contextual performance. Models 1 and 5 in Table 2 are the base models and include
the control variables. Models 2 and 6 capture the direct effects of a boundaryless
mindset and the dependent variables. We found that a boundaryless mindset is
significantly related to task performance (=.16, p<.01) and contextual perfor-
mance (=.21, p<.01).
Table 2 presents the result from testing hypotheses 14b. After excluding the
influence of the control variables, it shows that a boundaryless mindset is signif-
icantly related to proactive resource acquisition tactics (M10, =.44, p<.01),
thus supporting Hypothesis 1. Regarding the relationships between proactive
resource acquisition tactics and task and contextual performance, it is shown that
proactive resource acquisition tactics are significantly and positively related to
task performance (M3, =.32, p<.01) as well as to contextual performance (M7,
=.35, p<.01), thus providing support for Hypotheses 2a and 2b. Hypothesis
3 predicted the mediating effects of proactive resource acquisition tactics in the
relationships between a boundaryless mindset and job performance. Following
the procedure suggested by Baron and Kenny (1986), we examined changes in the
effects of a boundaryless mindset when the proactive resource acquisition tactics
were entered into the regression equation. As shown in Models 4 and 8 in Table 2,
when proactive resource acquisition tactics were entered into the equations, the
previously significant effects of a boundaryless mindset on task performance are
reduced to non-significance (=.10 ns), and the significance level of a bounda-
ryless mindset on contextual performance is also reduced (=.14, p<.01). Thus,
proactive resource acquisition tactics fully mediate the relationship between a
boundaryless mindset and task performance and partially mediate the relationship
between a boundaryless mindset and contextual performance, thereby supporting
Hypotheses 3a and 3b.
16
S. Zhao et al.
Figure 2.Interaction of expatriate proactive resource acquisition tactics and behavioural cultural
intelligence on task performance.
Figure 3.Interaction of expatriate proactive resource acquisition tactics and behavioural cultural
intelligence on contextual performance.
Discussion
This study proposed and tested a model in which boundaryless mindsets influ-
ence expatriate task performance and contextual performance, with proactive
resource acquisition tactics as a mediator and behavioural cultural intelligence as
a moderator. Supporting our hypotheses, we found that a boundaryless mindset
fully or partially relates to expatriate task performance and contextual perfor-
mance through proactive resource acquisition tactics and that proactive resource
acquisition tactics are more related to expatriate task performance and contextual
performance when the expatriate possesses a high level of behavioural cultural
intelligence.
The International Journal of Human Resource Management 19
Theoretical implications
First, using the motivation perspective, we extended expatriate research to iden-
tify a boundaryless mindset as a source of individual autonomous motivation for
expatriates pursuing international assignments. Further, we revealed its relation-
ship with expatriate task performance and contextual performance. We suggest
that the interest in the international assignment itself and its potential to improve
employability and offer career development were the main reasons that individuals
with boundaryless mindsets pursue expatriate opportunities and achieve success.
Our conclusion is a beneficial supplement to expatriate studies from the stress per-
spective, which often emphasizes the important influence of stressors and social
support on expatriate success. In fact, the relationship between the dimensions of
expatriate perceived organizational support and expatriate job performance pro-
duced inconsistent results of positive, negative and non-linear effects (Kraimer &
Wayne, 2004). This implies that extrinsic motivation from organizations does not
guarantee expatriate success, and individual attributes concerning autonomous
motivation need to be considered. In addition, our study enriches the bound-
aryless career literature. Although many researchers have linked boundaryless
career to international assignment, seldom have studies provided evidence by
testing the role of boundaryless mindset on expatriate success (Briscoe et al.,
2012; akmak-Otluolu, 2012). Our research found that a boundaryless mind-
set promote expatriate job performance, supplementing existing studies on the
effects of a boundaryless mindset and providing deeper insights into the function
of boundaryless mindsets.
Second, we extended previous expatriate research by delineating and testing
the mediating mechanism that explains how a boundaryless mindset promotes
expatriate job performance. We found proactive resource acquisition tactics play
a fully mediating role in the relationship between a boundaryless mindset and
task performance and a partially mediating role in the relationship between a
boundaryless mindset and contextual performance. The findings add to expa-
triate research by uncovering black box mechanisms through which individual
motivational variables influence expatriate success. Our findings contribute to
expatriate literature by going beyond expatriate adjustment as the mechanism
through which motivational variables influence job performance as examined
by Wang and Takeuchi (2007) and Chen et al. (2010). We suggest that expatriate
adjustment itself is an outcome variable that expresses expatriates efforts in their
work and overseas living, but it cannot determine how adjustment is achieved.
Our research partially fills this gap, providing a better understanding of how
motivators help to achieve and maintain desirable outcomes in the expatriate
context. Further, we contribute to the proactive behaviour literature by demon-
strating that individual differences on career attitude significantly influence their
proactive resource acquisition tactics in work settings, adding to the proactive
behaviour literature that focuses on the influence of contextual factors such as
20 S. Zhao et al.
Managerial implications
Our study has several practical implications for management in expatriate selec-
tion, training, development and career planning. First, our research encourages
managers to view boundaryless mindsets as an important criterion for expatriate
selection because of its benefits to expatriate job performance. Also, the organiza-
tions need to provide a long-term career development plan to employees with a
The International Journal of Human Resource Management 21
Note
1.
http://hzs.mofcom.gov.cn/article/date/201501/20150100878152.shtml.
Disclosure statement
No potential conflict of interest was reported by the authors.
Funding
This work was supported by the National Natural Science Foundation of China [grant num-
ber 71272065], [grant number 71332002], [grant number 71402024]; and the Ministry of
Education of Humanities and Social Science Project of China [project number 12YJC630321].
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