WEKO3
アイテム
Expatriate learning : exploring how Japanese managers adapt in the United States
https://iuj.repo.nii.ac.jp/records/375
https://iuj.repo.nii.ac.jp/records/3759431c814-33e9-490b-9d6d-1a6d82f01477
| 名前 / ファイル | ライセンス | アクション |
|---|---|---|
EMS_2006_02 (228.1 kB)
|
|
| Item type | 紀要論文 / Departmental Bulletin Paper(1) | |||||
|---|---|---|---|---|---|---|
| 公開日 | 2006-11-01 | |||||
| タイトル | ||||||
| タイトル | Expatriate learning : exploring how Japanese managers adapt in the United States | |||||
| タイトル | ||||||
| タイトル | Expatriate learning : exploring how Japanese managers adapt in the United States | |||||
| 言語 | en | |||||
| 言語 | ||||||
| 言語 | eng | |||||
| キーワード | ||||||
| 主題Scheme | Other | |||||
| 主題 | Experiential learning | |||||
| キーワード | ||||||
| 主題Scheme | Other | |||||
| 主題 | cross-cultural learning | |||||
| キーワード | ||||||
| 主題Scheme | Other | |||||
| 主題 | expatriate adaptation | |||||
| キーワード | ||||||
| 主題Scheme | Other | |||||
| 主題 | Japan-US business | |||||
| キーワード | ||||||
| 言語 | en | |||||
| 主題Scheme | Other | |||||
| 主題 | Experiential learning | |||||
| キーワード | ||||||
| 言語 | en | |||||
| 主題Scheme | Other | |||||
| 主題 | cross-cultural learning | |||||
| キーワード | ||||||
| 言語 | en | |||||
| 主題Scheme | Other | |||||
| 主題 | expatriate adaptation | |||||
| キーワード | ||||||
| 言語 | en | |||||
| 主題Scheme | Other | |||||
| 主題 | Japan-US business | |||||
| 資源タイプ | ||||||
| 資源タイプ識別子 | http://purl.org/coar/resource_type/c_6501 | |||||
| 資源タイプ | departmental bulletin paper | |||||
| 著者 |
山崎, 佳孝
× 山崎, 佳孝× Kayes, Christopher D.× Yamazaki, Yoshitaka× Kayes, Christopher D. |
|||||
| 抄録 | ||||||
| 内容記述タイプ | Abstract | |||||
| 内容記述 | We present an exploratory study of how Japanese expatriates adapt to working in the United States over time. We view expatriate adaptation to a host culture through the lens of Experiential Learning Theory and learning style. Results of two studies, using quantitative and qualitative data, conducted in Japanese multinational corporations doing business in the United States reveal how learning style in Japanese expatriates changes over time and how Japanese managers differ from their US counterparts. Results suggested that Japanese managers become more concrete and more active in their learning styles over time spent in the United States, that larger expatriate cohorts are related to slower adaptation, and that language acquisition is related to concrete learning. Results also revealed that the learning style of expatriates changes in response to cultural demands and that the patterns of change do not necessarily reflect that of US managers. We suggest that Japanese managers do not directly assimilate into US culture but develop specialized modes of adaptation to their host culture. Results of the study are generalized into eight propositions to guide future research on expatriate adaptation to a host culture. | |||||
| 書誌情報 |
en : Economics & Management Series 発行日 2006-11-01 |
|||||
