Expatriate learning: exploring how Japanese managers adapt in the United States

By Y. Yamazaki, D. Kayes, 山崎 佳孝. 2006

107 citations recorded by the source corpus.

Subfields: Communication, Language and Linguistics, Social Psychology

View Paper: https://www.semanticscholar.org/paper/56501cda4ec9a354e00541d4fb820d878b4ff4f8

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. Fabian Jintae Froese
2. Vesa Peltokorpi
3. Sjoerd Beugelsdijk
4. Y. Yamazaki
5. Klaus J. Templer
6. Kerri Anne Crowne
7. David A. Kolb

In Language and Linguistics

1. Vesa Peltokorpi
2. Fabian Jintae Froese

In Social Psychology

1. Fabian Jintae Froese
2. Vesa Peltokorpi
3. Sjoerd Beugelsdijk
4. Arjen HL Slangen
5. Y. Yamazaki

Citations in the corpus

• Learning styles and typologies of cultural differences: A theoretical and empirical comparison (2005, background): “Yamazaki and Kayes (2005) examined cultural differences in learning styles between Japanese managers (N=267) and American ones (N=126), both of who work for Japanese multinational corporations operated in the US.”
• Organizational expatriates and self-initiated expatriates: differences in cross-cultural adjustment and job satisfaction (2013, background): “According to experiential-learning theory (Kolb 1984) and its recent extensions in international settings (Yamazaki and Kayes 2004, 2007), expatriates can learn and consequently better adapt to a foreign country through concrete experience, reflective observations, abstract conceptualization and…”
• The impact of institutional hazards on foreign multinational activity: A contingency perspective (2010, background): “Over time parent executives and expatriates also learn how they can communicate more successfully with local managers and workers (Black, Mendenhall, & Oddou, 1991; Yamazaki & Kayes, 2007), enabling them to reduce or resolve internal cultural tensions.”