You can take it with you: individual differences and expatriate effectiveness.

By M. Shaffer, David A. Harrison, H. Gregersen, J. Black, Lori A. Ferzandi. Journal of Applied Psychology, 2006

645 citations recorded by the source corpus.

Subfields: Communication, Gender Studies, Social Psychology

View Paper: https://www.semanticscholar.org/paper/6548f2e8ba276e5c0a2c6021c252e79fb1b0807c

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Citations in the corpus

The Psychology of Careers in Industrial - Organizational Settings: A Critical but Appreciative Analysis (2008, background): “Interestingly though, most of the research is centered on how successfully the boundaries (including repatriation) are crossed in terms of personal performance and adjustment (e.g. Hechanova, Beehr, & Christiansen, 2003; Shaffer et al., 2006).”
Reactive Adjustment or Proactive Embedding? Multistudy, Multiwave Evidence for Dual Pathways to Expatriate Retention (2014, background): “For example, more than half of the studies included in the metaanalysis by Bhaskar-Shrinivas and colleagues (2005) used a mixed sample of corporate expatriates and self-initiated expatriates (e.g., Feldman & Thomas, 1992; Shaffer et al., 2006).”
Personal attributes of expatriate managers, subordinate ethnocentrism, and expatriate success: a host-country perspective (2010, background): “Expatriates holding ethnocentric attitudes reported lower degrees of interaction adjustment (Black 1990; Shaffer et al. 2006).”
When Does Cross-Cultural Motivation Enhance Expatriate Effectiveness? A Multilevel Investigation of the Moderating Roles of Subsidiary Support and Cultural Distance (2010, background): “…personality item pool scales— because, relative to other personality traits, these have been found to more strongly relate to expatriates’ work adjustment (Shaffer et al., 2006) and because these personality traits have also been associated with employee motivation (Chen, Gully, & Eden, 2004).”
Cultural Intelligence and International Leadership Potential: The Importance of Contact for Members of the Majority (2012, background): “Previous studies have argued that those who are emotionally stable, outgoing, agreeable, and high in openness to experience are more likely to function effectively as international leaders (Ang et al., 2006; Shaffer et al., 2006).”
When learning is not enough: A process model of expatriate adjustment as cultural cognitive dissonance reduction (2009, background): “Much of the expatriate management research has essentially defined adjustment as these desirable states that predict ultimate expatriate outcomes like job performance and early departure (e.g., Kraimer et al., 2001; Shaffer et al., 2006).”
Managing talent in emerging economy multinationals: integrating strategic management and human resource management (2018, background): “Regarding the personality of managers in critical boundary-spanning roles, recent research grounded in psychology suggests that personality traits play an important role in expatriate selection and performance (Caligiuri, 2000; Shaffer et al., 2006).”