How to cite:
Windy Lau Edwin Pasadame, Xiongying Niu. (2021) Expatriates Coaching
Behaviors and Local Employees Work Performance: Mediating Role of
Cross-Cultural Knowledge Transfer. Journal Eduvest. 1(9): 858-870
E-ISSN:
2775-3727
Published by:
https://greenpublisher.co.id/
Eduvest – Journal of Universal Studies
Volume 1 Number 9, September 2021
p- ISSN 2775-3735 e-ISSN 2775-3727
EXPATRIATES COACHING BEHAVIORS AND LOCAL EMPLOYEES
WORK PERFORMANCE: MEDIATING ROLE OF CROSS -
CULTURAL KNOWLEDGE TRANSFER
Windy Lau Edwin Pasadame, Xiongying Niu
University of International Business and Economics, Beijing, China
ABSTRACT
This study investigates how the coaching behavior of Chinese expatriates and the
performance of local employees overcome the inherent differences between them
and develop the quality of relationships that play an important role in carrying out
cross-cultural knowledge transfer. Existing research does not provide a good answer
to this question. This study aims to propose and analyze a model for developing
expatriate coaching behavior through cross-cultural knowledge transfer in improving
local employee performance, to examine the moderating role of cultural intelligence
for expatriate coaching behavior in cross-cultural knowledge transfer relations. This
study evaluates the impact of expatriate coaching behavior on local employee
performance in mediating cross-cultural knowledge transfers, which is a type of
evaluation research using qualitative methods. In the final stage (qualitative
method), qualitative data analysis will be carried out by systematically searching and
organizing data from interview transcripts, observations, field notes and other
materials. Based on the results of the research and discussion it can be concluded
that Chinese expatriates with high cultural intelligence, their coaching behavior has
a clearer positive impact on the performance of local employees; for local employees
who have high cultural intelligence, expatriate coaching behavior has a clearer
positive impact on employee performance.
KEYWORDS
Expatriate Coaching Behavior, Cross-Cultural Knowledge Transfer,
Work Performance, Cultural Intelligence, Perseved Organizational
Support
This work is licensed under a Creative Commons Attribution-
ShareAlike 4.0 International
Windy Lau Edwin Pasadame, Xiongying Niu
Expatriates Coaching Behaviors and Local Employees Work Performance: Mediating
Role of Cross Cultural Knowledge Transfer 859
INTRODUCTION
One of the competitive advantages of multinational companies (MNCs) is that they
are successful in transferring knowledge between geographically dispersed and diverse
locations (Hsu, 2012). During the cross-cultural knowledge transfer process in Chinese
multinational companies in Indonesia, expatriates coaching behavior and local work
performance employees function as boundary wrenches, meaning that they generally
function as a bridge for knowledge transfer. However, because it may be more difficult for
expatriates coaching professionals and local work performance employees to form positive
relationships because they come from different cultural backgrounds, cross-cultural
knowledge transfer may be hampered.
The rapid development of information and communication, science and technology,
and changes in the labor structure in the global era require reliable quality of human
resources. The quality in question is HR that has open competitiveness with other countries,
adaptive and anticipatory to various changes and new conditions, able to learn (learning
how to learn), multi-skilling, easy to relearn, and has a broad, strong, and fundamental basic
ability to develop in the future. The field experiences as well as project development
planning data show that in terms of the prospect of need and economic feasibility,
vocational education is still a good investment in preparing mid-level skilled workers
(Purnamawati & Syahrul, 2016). Eastern culture can be said to be the opposite of Western
culture. Their philosophies are very different. Eastern culture is closely related to ancestral
traditions.
The inheritance from the ancestors is a combination of customs and belief in the
existence of invisible forces that control human life. In life, Eastern people strongly hold
the norms embedded in society since immemorial time (Dai, Lopez, Brady, Eason, &
Fryberg, 2021). Starting from the way of greeting to the manners of neighbors in society,
everything is regulated by norms. Eastern nations also believe in things that are considered
taboo which will have a bad impact on both the individual concerned and for other
individuals when it is done. So in Eastern culture, norms bocomes life standards that must
be followed by all people in order to create harmony and peace. Eastern culture is also
closely related to everything that is ritualistic according to certain traditions or beliefs
(Khani, Etebarian, & Abzari, 2011). For example, Japanese with the adulthood celebrations
for young men and women, Indian people who have a habit of bathing in the Ganges River,
the death ceremony of the Batak tribe and Balinese Hindus that is so lively like a party in
Indonesia. Eastern nations are the opposite of Western nations who are not so sure of the
existence of God. The beliefs held by Eastern nations also vary. Islam is represented by
countries in the Middle East as well as Indonesia and Malaysia. Hinduism has been so
deeply rooted in the life of Indian society, even though India is the birthplace of Buddhism,
which was initiated by Sidharta Gautama. Buddhism itself is actually more common in East
Asia such as Japan and China. The heritage of beliefs from ancestors can be found in Japan
with Shinto (worship of the sun) and China with Confucianism.
Indonesia is one of the countries that upholds eastern customs in every breath of life.
The country, dubbed the "Emerald of the Equator", consists of various races, tribes, and
nations spread over 5 large islands and thousands of other small islands. Each island has its
own cultural treasures. The spirit of pluralism in Indonesia is described in the motto
Bhinneka Tunggal Ika, which means "although they are different, they are still one". As
with other Asian countries, traditional and modern culture can go hand in hand well. The
current swift of modernization does not make Indonesian people ignore ancestral traditions.
As the example is the Balinese Hindus who are never absent in preparing the offerings
Eduvest – Journal of Universal Studies
Volume 1 Number 9, September 2021
860 http://eduvest.greenvest.co.id
ritual at home and other places including business places. Other example is the residents of
the Surakarta Kasunanan Palace who always perform mute tapa (walking in silence) every
year when welcoming the Javanese new year or the month of Sura, which is very iconic
with the "bule bule". To some extend, religion and culture can fuse into a single unit, such
as the Syawalan tradition in the Ngayogyakarta Hadiningrat Palace. Various traditional arts
still exist today, although they have to go through some modifications, such as the Wayang
Orang (WO) Ngesti Pandawa groups in Semarang and Sriwedari Solo. These series of
things show that culture is very closely related to the lives of Indonesian people and will
always be maintained at any time.
Based on the description above, it can be seen that the persistence of the prevailing
traditions and norms makes the characteristics of the Eastern nation very contrast with the
Western nation. Eastern nations are attached to hospitality, courtesy, and a high spirit of
mutual cooperation (Quesson et al., 2011). The various values of life inherited from their
ancestors make Eastern people have a sense of mutual respect between fellow human
beings. This is, of course, in contrast to Western nations who seem indifferent and display
high individualism. The pattern of social contact in the West is linear and structured, while
in the East it can reach anyone and create very complex and branching patterns in many
places (Liu, Wu, Yang, & Riding, 2016). In addition, because the focus of their lives is not
on achieving dreams like the Westerners, the Easterners tend to be relaxed in living their
lives. If seen, the Eastern people practice a regular pattern of life from waking up to going
back to sleep. However, in doing so, it is not as time-consuming as the West.
Expatriation is the practice of sending professionals to carry out tasks in other
countries (Hemmasi, Downes, & Varner, 2010). Individuals who carry out international
assignments are called expatriates. The phenomenon of expatriation has occurred in line
with the growth and development of multinational companies that are actively expanding
their wings. Various countries have become destinations for international assignments and
one of them is Indonesia.
Expatriates in Indonesia are still dominated by Asian countries, with China ranking
first. As for other regions outside Asia, the largest share of expatriates comes from the
United States, Australia and the United Kingdom. expatriates dominate the industrial sector
as well as trade and services. These expatriates range from multinational companies (eg
Coca-Cola, Nestle, and Danone) to international hotel chains (eg Swiss-Bellhotel, Accor,
and Hilton) the majority of expatriates occupy positions as professionals. As previously
described, Indonesia still lacks qualified professionals, so inevitably, they have to bring in
foreign workers to fill these positions. Ten of thousands of expatriates working in Indonesia
are living in Java, including Central Java province.
This is an interesting phenomena to study: how do Chinese expatriates coaching
behavior and local work performance employees overcome the inherent differences
between them and develop quality relationships that play an important role in carrying out
cross-culture knowledge transfer? Existing research does not provide a good answer to this
question.
Generally, in the context of expatriation, researchers also address the importance of
interpersonal characteristics on successful knowledge transfer. The more social capital
expatriates create in host-country nationals, the more likely that expatriates share their
knowledge (Mäkelä, Suutari, Brewster, Dickmann, & Tornikoski, 2016). Specifically,
Riusala & Suutari (2004) found that when host-country nationals commit, identify, and
trust parent company, knowledge transfer between expatriates and host-country nationals
are smoother.
Windy Lau Edwin Pasadame, Xiongying Niu
Expatriates Coaching Behaviors and Local Employees Work Performance: Mediating
Role of Cross Cultural Knowledge Transfer 861
To create a fertile relationship between international and local staff for knowledge
transfer, a team spirit might be helpful (Bonache, Langinier, & Zárraga-Oberty, 2016).
Moreover, when the knowledge gap between expatriates and host-country nationals is
large, knowledge transfer is more difficult (Massingham, 2010). Armstrong & Baron
(2005) define performance management system as a process which contributes to the
effective management of individuals and teams in order to achieve high levels of
organizational performance. Effective performance management systems provides
employees with direction and support in carrying out their responsibilities and has a
positive impact on worker satisfaction and other employee outcomes. The results are
increased innovation, higher level of customer service and lower turnover of employees
(Obwaya, 2010). Poor performance is addressed through the development of goals with the
employee and periodic feedback on how to achieve the goals. Gaps in knowledge and skills
is addressed though training programs.
The main objective of this study is to propose and analyze the model of developing
expatriate coaching behavior on knowledge transfer across cultures in improving work
local employees work performance. Thus, we realize that managerial training and job
performance according to Heslin, Vandewalle, & Latham (2006) describe the coaching
process in their study and emphasize that the ultimate goal of the coaching process is to
ensure the personal and professional development of employees in the organization and an
increase in their work-related performance.
The second purpose of this study is to examine the moderating role of cultural
inteligence for expatriates coaching behavior on the relationship of cross cultural
knowledge transfer to local employees work performance. The third purpose of this study
is to examine the moderating role of Perceived Organizational Support for five decades,
theorists have suggested that employees form global perceptions about the level of support
provided by their employer and that these perceptions affect their behavior at work
(Cropanzano, Howes, Grandey, & Toth, 1997). In the mid-1980s, Eisenberger and his
colleagues explicitly addressed this with the introduction of the construct of POS
(Eisenberger, Huntington, Hutchison, & Sowa, 1986).
RESEARCH METHOD
This research evaluating the impact of expatriates coaching behavior on the work
performance of local employees in the mediation of cross-cultural knowledge transfer. This
is an evaluation research type using qualitative methods. In the final stage, qualitative data
analysis is carried out by systematically searching and organizing data from interview
transcripts, observations, field notes and other materials. The data analysis is done by
following an interactive model from Miles, Huberman, & Saldaña (2018).
RESULT AND DISCUSSION
A. Expatriate Coaching Behavior and Local Employees work Performance
The mobility of employees is not a new phenomenon to the hospitality industry as
the historical foundation of multinational companies that utilize expatriate managers in
many knowledge transfer processes. Evidently, the concept of job security or instability is
never associated with expatriation because management is salaried workers around the
world and hotel occupancy that does not play vital roles on their income stability. It is well
known that expatriation has perceived itself to be an exciting and dynamic luxury to those
home country personnel of multi-national companies.
Eduvest – Journal of Universal Studies
Volume 1 Number 9, September 2021
862 http://eduvest.greenvest.co.id
This attraction has made many individuals attracted to working for multinational
companies as a recruitment strategy because an expatriate position is now seen as a career
opportunity. With the expatriate assignment and the ease of access that the hospitality
industry has to multiple locations, hotels have an untapped potential to create mobility
systems that no other industry can imitate due to standardizing of operations to a brand
transforming this recruitment strategy into a retention strategy because of increased job
stability. The evolution and back assignment to the long-term assignment has given new
meaning to the understanding of the pressures, length, and expectation of the expatriates
explained in Table 1. The length of time plays influential parts on both the expat and the
company.
Table 1 - Descriptions of the types of expatriate assignments
Type of
assignment
Definition
Long term
assignment
Temporary transfer normally lasting between 1 and 5 years, though often
extended; the employee’s family typically relocated
Short term
assignment
Temporary transfer of between 3- and 12-months duration; the employee’s
family typically do not relocate
Commuter
assignment
Temporary transfer that allows an employee to reside in his or her home
country on a regular basis, usually on weekends, while commuting to work in a
host country, usually on weekdays
Frequent
business
travelers
Temporary transfer of between 3- and 6-months duration typically on a business
visa rather than a work permit of the host country; the employee and their family
do not relocate
Flexpatriates
Short term temporary transfer where an employee travels from the home
country to other parts of the world in response to business requiring face to face
and in person contact, and then returns to the home country shortly thereafter;
also known as frequent flyer assignments; the employee and their family do not
relocate.
Accommodation
assignment
Employment provided by an organization in a host country at the request of an
employee for a specific period of time that is solicited/ initiated by the
employee and used predominantly when the employee’s spouse/partner is
offered an assignment by his or her employer to that host country
Interregional
assignment
Temporary transfer where the home and host countries are both within a
defined geographical area (e.g. Southeast Asia)
One way transfer
Permanent transfer where an employee severs ties with the home country and
becomes a local employee of the host country, with no company funded option
to return to the home country
Localization
Transitioning of an assignee to an employment status/package in the host
country equivalent to that of host country nationals (locals)
Indefinite
assignment
Temporary transfer that does not have an anticipated end date, but which is still
intended as a temporary (rather than permanent) assignment
Rotational
assignment
Temporary transfer requiring an assignee to work for a designated number of
consecutive days in the host country, followed by a designated number of
consecutive days leave (taken in the home country, host country, or another
“leave location”)
Sequential
assignment
Assignee is expatriated to another host country at the immediate conclusion of
the original assignment without returning to the home country
Windy Lau Edwin Pasadame, Xiongying Niu
Expatriates Coaching Behaviors and Local Employees Work Performance: Mediating
Role of Cross Cultural Knowledge Transfer 863
Unaccompanied
(split family)
Temporary transfer where the employee‟s immediate family remains in the
home country or a third location
Source: McNulty, 2015
In general, coaching can be divided into two different schools of thought; those
who claim that coaching is everything an executive consultant or coach does to realize the
coachee’s potential (Jones, Jones, & Hargrove, 2003) and those who claim that coaching is
a specific method to realize that potential (Downey & Bedard, 2019).
Generally, coaching is about establishing a helping relationship between the coach
and the person with whom the coach is engaged (defined as the coachee in this study). One
important principle that is emphasized in coaching is the notion that the individual has the
capability to find solutions to his or her problems through increased awareness – with the
help of a coach (Moen & Kvalsund, 2008). The coach is a facilitator whose aim is to help
the coachee to learn, as a kind of self-directed learning (Cardenas & Wilson, 2007). This is
a client-centered approach, influenced by the field of humanistic psychology, which
emphasizes the importance of listening to the subjective beliefs of the client. Attention to
the coachee’s world is therefore essential in coaching. The importance of asking the right
questions followed by the ability to listen deeply to what the coachee is saying are two
other important principles which define the coaching process.
A competency is an individual characteristic that can be measured or counted
reliably and that can be shown to differentiate significantly between superior and average
performers or between effective and ineffective performers. Meanwhile, competency can
be described as a set of behavior patterns that an incumbent needs to bring to a position in
order to perform its tasks and functions in the delivery of desired results or outcomes.
Organizations try to increase their capabilities by investing more in training and
management development and (Storey, 1989) state that HRM practices have a greater effect
on organizational performance than on individual performance. Moreover, human resource
development encourages competency development by forming opportunities within the
organization for employees to develop their competencies for both their own benefit and
others.
Attitude is often referred to as a logical process that is carried out before behaving,
whereas emotion is not a logical process. Emotions are expressions that are processed very
quickly and there is no element of caution. A model was developed by Macshane & Van
Glinow to show how attitudes, emotions determine behavior and their integration of
behavior.
B. Knowledge Transfer Between Expatriates and Host-Country National
The practice of employing expatriates may be a strategic move on the part of a
Multinational Corporations (MNCs) to increase the international experience and
knowledge base of present and future managers (Barber & Pittaway, 2000). Thus,
expatriation is a tool by which organizations can gather and maintain a resident base of
knowledge about the complexities of international operations. Generally, there are two
types of expatriates; i) those who are assigned by their employers to be relocated to the
foreign location and ii) those who may initiate the assignment themselves or self-initiated
expatriation (Gupta & Govindarajan, 1994).
Eduvest – Journal of Universal Studies
Volume 1 Number 9, September 2021
864 http://eduvest.greenvest.co.id
The vehicle through which knowledge becomes disseminated are the links or ties
between individuals (Boyacigiller & Adler, 1991). Being embedded and having strong
links with other members should enable knowledge sharing. Similarly, establishing a
network with HCN coworkers informs expatriates and co-workers on who knows what in
the organization. Therefore, enhanced information on knowledge location is enable
expatriates and co-workers to engage in more targeted and efficient knowledge sharing
(Stoermer, Lauring, & Selmer, 2020). CQ exerts a positive main effect on organizational
embeddedness. CQ’s role as a predictor of organizational embeddedness is facilitated in
host-countries with a strong in-group collectivist orientation. We proposed that CQ can
help in dealing with host-countries reclusiveness on an informal level. We postulated that
CQ’s usefulness is constrained when it comes to handling formalized barriers on the
sociopolitic. Knowledge transfer can be conceptualized in many different ways:
as an entrepreneurial process (Dakin & Omigie, 2009), diffusion process, vaporization
process or communication process.
In this study, Knowledge transfer is regarded as a communication process in which
knowledge is exchanged between expatriate and local employee in any way. It is also an
interactive and iterative process, where the roles of “sender” and “receiver” alternate
Knowledge transfer typically refers to a formally organized activity with specific boundary.
Examples of knowledge transfers are the passing of organizational best practices or a
specific set of knowledge or skills by an expatriate. Yet, knowledge sharing can take place,
for example, when colleagues discuss a problem at work by the office machine, a manager
calls a friend in another department for information that he or she needs, or when one gets
an idea in a meeting from something a colleague hasdone (Suutari & Mäkelä, 2007).
Technology transfer is also used often in knowledge transfer literature. However,
technology transfer is different from knowledge transfer. Specifically, knowledge
transferimplies a broader, more inclusive construct that is directed more toward
understanding the whys for change. Technology transfer is a narrower and more targeted
construct that usually embodies certain tools for changing the environment
(Gopalakrishnan & Santoro, 2004). Knowledge transfer often takes place between a
network of firms or social units. Indeed, networks provide firms with access to knowledge,
resources, markets, or technologies (Inkpen & Tsang, 2005). Therefore, social network
theory is widely used when delineating the relationship between a firm or a social unit's
network characteristics and knowledge transfer.
The study contribution of invidual and social capital factors theory that the
correlational analysis shows the shared vision has the strongest relationship with
knowledge transfer, followed by trust, cultural intelligence, and feedback-seeking
behaviour. This indicates that social capital factors are stronger than the individual factors
in relation with the knowledge transfer (Tangaraja, Rasdi, Samah, & Ismail, 2016).
Windy Lau Edwin Pasadame, Xiongying Niu
Expatriates Coaching Behaviors and Local Employees Work Performance: Mediating
Role of Cross Cultural Knowledge Transfer 865
Figure 1
C. Management Competence Cross Culture
The organizational core competence approach is postulated by Hamel’s and
Prahalad’s book “Competing for the Future” (1994). A similar concept of competencies as
bundles of interrelated organizational resources had previously been proposed in scientific
articles by (Leonard‐Barton, 1992) which provides a good definition of cross-cultural
management. 'Cross-cultural management explains the behavior of a person in
organizations around the world and shows everyone how to work in organizations with
workers and client populations from many different cultures. Organizational effectiveness
can be seen based on several indicators, namely high productivity, efficient, flexible, able
to obtain the required resources, careful planning, stability, availability of information, and
solid cohesiveness between employees. For this reason, an effective organization is formed
through people and their knowledge. Knowledge cannot be managed, but how an
organization is able to capture and accumulate knowledge from its human resources to
become organizational knowledge through knowledge management. Knowledge
management activities are divided into 4 activities namely the creation of knowledge within
the organization, knowledge acquisition, transfer, and conversion. Sangkala identifies
knowledge as the use of management that has an impact on the achievement of storage and
return. Knowledge is needed to face knowledge-based (Anatan & Ellitan, 2005).
Knowledge management can become a culture for organizations that influence and support
workers in hoping that optimal performance for the organization. In addition, according to
Steers in (Simbolon, 2006) states that one of the factors that influence organizational
effectiveness is worker characteristics. In management science terminology, knowledge
management is the most valuable asset of the 21st century organization which produce
knowledge workers and knowledge sharing.
There are several studies showing the importance of defined organizational
processes as the means of creating, gathering and sharing organizational competence.
Eduvest – Journal of Universal Studies
Volume 1 Number 9, September 2021
866 http://eduvest.greenvest.co.id
Figure 2
For the time being, it is enough to understand that it refers to an organization’s internal
capability to reach Its goals.
D. Discussion
1. Chinese Expatriate Coaching Behavior and Local Employees Work
Performance
(Heslin, Vandewalle, & Latham, 2006) explained in their study the coaching process
and asserted that the ultimate objective of the coaching process is to ensure the personal as
well as professional development of employees within organization and enhancement of
their works related performance. (Gordon & Richardson, 1996) also concurred to this
definition of the coaching process. (Whitmore, 1994) extensively studied the ways in which
managerial coaching can enhance the performance of employees. Managers can coach their
workers by discussing job-related issues with them which involve problems and the
possible solutions to solve these problems. Managers may leave off their directive role
during coaching sessions and follow conversational style to help their employees in finding
the desired solution. Employees may be asked several questions to enhance their awareness
regarding a different possible solution to the given job-related problem. The author
(Whitmore, 1994) also stressed on the discussion between the managers and employees
regarding the advantages and disadvantages of each of the alternative course of action in
order to select the best option. (Jones et al., 2003) also argued that that coaching of the
employees by their manager regarding various work related issues makes the employees
deal with challenging situation and problems in a better way because after so many works
related issues and discussion on positives and negatives of various alternative options they
know the implications and effectiveness of the given course of action. (Gronchi et al.,
2012)) also asserted similar argument that organizational goals can be achieved by
improving the performance of employees through managerial coaching.
Windy Lau Edwin Pasadame, Xiongying Niu
Expatriates Coaching Behaviors and Local Employees Work Performance: Mediating
Role of Cross Cultural Knowledge Transfer 867
2. Chinese Expatriate Coaching Behavior mediating by cross cultural
knowledge transfer and acquisition
According to (Schraeder & Self, 2003) despite M&As’ popularity, the increasing
number of them results in failure. A major reason for an acquisition is often the objective
for gaining new knowledge from the acquired company and then to transfer that knowledge
among other parts within the organization. Grant (1996) argues that these rare sets of
knowledge and the manner in which the knowledge is integrated within an organization
can lead to unique capabilities that are prerequisites for a competitive advantage. However,
(Mundia & Iravo, 2014) state that the transfer of knowledge and its application involves
many challenges. Another valuable aspect is acknowledged by the authors who state that
managing the transfer of knowledge is essential among business units but it has even higher
importance when it is shared from one organization to another in an international context.
A lot of issues can arise due to physical and cultural distance, which makes the knowledge
transfer in a cross-border acquisition a key factor for its success.
3. Local employees work performance mediating by Cross cultural knowledge
transfer
(Mundia & Iravo, 2014) state that knowledge transfer will improve skills that impact
on employee performance. A study conducted by (Mundia & Iravo, 2014) found that
knowledge transfer has a significant effect on employee performance because it plays an
important role as a tool to improve future employee skills as well as strengthening
organizational capabilities. (Yang, Wen, Xue, & Ding, 2014) state that to be able to develop
knowledge transfer practice requires suitable knowledge management policies so as to
connect organizational learning culture to employees. According to Yang the effectiveness
of knowledge transfer will lead to the productivity and organizational effectiveness,
improvement of the technical skills and experience of expatriates to the local workforce
4. The Expatriate Coaching behavior mediating by Cross cultural knowledge
transfer influence local employees work performance
Knowledge is an important asset for the provision of efficient skills so that the
network of organizational unit relations in different countries has access to key knowledge.
According to (Yang, Wen, Xue, & Ding, 2014) international companies send their
expatriates to transfer knowledge because it is vital in improving the performance of
subsidiaries. The coaching behavior of expatriate gains influence on the work performance
of local employees through the knowledge transfer.
5. Perceived Organizational Suport Moderating between Cross Cultural
Knowledge Transfer and Local Employees Work Performance
Perceptions of organizational support may vary as a function of changes in policies
and practices that affect workers or as a result of critical incidents signaling
organizational support. High levels of POS bring about feelings of trust, organizational
identification, and long-term obligations. Accordingly, key outcomes of POS include
lower withdrawal behavior and higher job performance. Although a focus on competency
development may be typical among organizations that provide high levels of
organizational support, we suggest that the moderation effect of POS on relationships
between aspects of the work-family interface and job performance likely reflects a
motivational rather than an instrumental process because POS affects choices regarding
effort levels rather than competency development and application. As a perception based
Eduvest – Journal of Universal Studies
Volume 1 Number 9, September 2021
868 http://eduvest.greenvest.co.id
attribution of how the organization’s policies, procedures, and practices affect
employees, POS is an appropriate construct for assessing situational influences that affect
motivation.
6. Cultural Intelligence moderating between Expatriate Coaching Behavior and
Cross Cultural Knowledge Transfer
More precise, an individual who is highly emotionally intelligent in one culture
may not show emotional intelligence in another culture due to the differences. Cultural
intelligence is not based only on one or some cultures, but it is conceptualized as an
intelligence that “focuses on individual ability to grasp and reason correctly in situations
characterized by cultural diversity”. Therefore, cultural intelligence complements
cognitive intelligence and emotional intelligence and emphasizes whether an individual
actually functions and manages effectively in culturally diverse settings or in new
cultural settings. A recent empirical evidence provides support for this theory by
showing that cultural intelligence is related to emotional and social intelligence but
presents a distinct construct of emotional and social intelligence.
CONCLUSSION
Based on the results of research and discussion, it can be concluded that expatriate
coaching behavior mediated by cross-cultural knowledge transfer plays an important role
in the performance of local employees. Therefore, international companies usually send
their expatriates to transfer knowledge because it is very important in improving the
performance of subsidiaries. Employees who gain more knowledge transfer have higher
work performance, and organizational support plays a moderating role in it. It is obviously
showed in employees with high organizational support, and the effect is weaker in
employees with low organizational support. For Chinese expatriates with high cultural
intelligence, their coaching behavior has a more obvious positive impact on the work
performance of local employees; for local employees with high cultural intelligence, the
coaching behavior of expatriates has a more obvious positive impact on the work
performance of such personnel.
REFERENCES
Anatan, Trifena Lina, & Ellitan, Lena. (2005). Strategi Inovasi Dan Kinerja Operasional
Perusahaan Sebuah Review Aplikasi Intellectual Capital Management Dalam Era
Baru Manufaktur. Proceeding, Seminar Nasional Pesat 2005. Universitas
Gunadarma
Armstrong, Michael, & Baron, Angela. (2005). Managing Performance: Performance
Management In Action. Cipd Publishing.
Barber, Neill, & Pittaway, Luke. (2000). Expatriate Recruitment In South East Asia:
Dilemma Or Opportunity? International Journal Of Contemporary Hospitality
Management.
Bonache, Jaime, Langinier, Hélène, & Zárraga-Oberty, Celia. (2016). Antecedents And
Effects Of Host Country Nationals Negative Stereotyping Of Corporate Expatriates.
A Social Identity Analysis. Human Resource Management Review, 26(1), 59–68.
Boyacigiller, Nakiye Avdan, & Adler, Nancy J. (1991). The Parochial Dinosaur:
Organizational Science In A Global Context. Academy Of Management Review,
16(2), 262–290.
Windy Lau Edwin Pasadame, Xiongying Niu
Expatriates Coaching Behaviors and Local Employees Work Performance: Mediating
Role of Cross Cultural Knowledge Transfer 869
Cardenas, M. Bayani, & Wilson, John L. (2007). Dunes, Turbulent Eddies, And Interfacial
Exchange With Permeable Sediments. Water Resources Research, 43(8).
Cropanzano, Russell, Howes, John C., Grandey, Alicia A., & Toth, Paul. (1997). The
Relationship Of Organizational Politics And Support To Work Behaviors, Attitudes,
And Stress. Journal Of Organizational Behavior: The International Journal Of
Industrial,
Dakin, Steven C., & Omigie, Diana. (2009). Psychophysical Evidence For A Non-Linear
Representation Of Facial Identity. Vision Research, 49(18), 2285–2296.
Downey, Denise Hanes, & Bedard, Jean C. (2019). Coordination And Communication
Challenges In Global Group Audits. Auditing: A Journal Of Practice & Theory,
38(1), 123–147.
Easterby‐Smith, Mark, Lyles, Marjorie A., & Tsang, Eric W. K. (2008). Inter‐
Organizational Knowledge Transfer: Current Themes And Future Prospects. Journal
Of Management Studies, 45(4), 677–690.
Gopalakrishnan, Shanthi, & Santoro, Michael D. (2004). Distinguishing Between
Knowledge Transfer And Technology Transfer Activities: The Role Of Key
Organizational Factors. Ieee Transactions On Engineering Management, 51(1), 57–
69.
Gordon, Peter, & Richardson, Harry W. (1996). Beyond Polycentricity: The Dispersed
Metropolis, Los Angeles, 1970-1990. Journal Of The American Planning
Association, 62(3), 289–295.
Gronchi, Alessandro, Frustaci, Sergio, Mercuri, Mario, Martin, Javier, Lopez-Pousa,
Antonio, Verderio, Paolo, Mariani, Lidia, Valagussa, Pinuccia, Miceli, Rosalba, &
Stacchiotti, Silvia. (2012). Short, Full-Dose Adjuvant Chemotherapy In High-Risk
Adult Soft Tissue Sarcomas: A Randomized Clinical Trial From The Italian Sarcoma
Group And The Spanish Sarcoma Group. J Clin Oncol, 30(8), 850–856.
Gupta, Anil K., & Govindarajan, Vijay. (1994). Organizing For Knowledge Flows Within
Mncs. International Business Review, 3(4), 443–457.
Heslin, Peter A., Vandewalle, D. O. N., & Latham, Gary P. (2006). Keen To Help?
Managers’implicit Person Theories And Their Subsequent Employee Coaching.
Personnel Psychology, 59(4), 871–902.
Inkpen, Andrew C., & Tsang, Eric W. K. (2005). Social Capital, Networks, And
Knowledge Transfer. Academy Of Management Review, 30(1), 146–165.
Jones, M. Gail, Jones, Brett D., & Hargrove, Tracy Y. (2003). The Unintended
Consequences Of High-Stakes Testing. Rowman & Littlefield.
Leonard‐Barton, Dorothy. (1992). Core Capabilities And Core Rigidities: A Paradox In
Managing New Product Development. Strategic Management Journal, 13(S1), 111–
125.
Miles, Matthew B., Huberman, A. Michael, & Saldaña, Johnny. (2018). Qualitative Data
Analysis: A Methods Sourcebook. Sage Publications.
Moen, Frode, & Kvalsund, Ragnvald. (2008). What Communications Or Relational Factors
Characterize The Method, Skills And Techniques Of Executive Coaching. Journal
Of Coaching In Organisations, 6(2), 102–123.
Mundia, Catherine Nyawira, & Iravo, Mike. (2014). Role Of Mentoring Programs On The
Employee Performance In Organisations: A Survey Of Public Universities In Nyeri
County, Kenya.
Schraeder, Mike, & Self, Dennis R. (2003). Enhancing The Success Of Mergers And
Acquisitions: An Organizational Culture Perspective. Management Decision.
Selmer, Jan, & Lauring, Jakob. (2012). Reasons To Expatriate And Work Outcomes Of
Self‐Initiated Expatriates. Personnel Review.
Eduvest – Journal of Universal Studies
Volume 1 Number 9, September 2021
870 http://eduvest.greenvest.co.id
Simbolon, Parakitri Tahi. (2006). Menjadi Indonesia (Vol. 1). Penerbit Buku Kompas.
Stoermer, Sebastian, Lauring, Jakob, & Selmer, Jan. (2020). The Effects Of Positive
Affectivity On Expatriate Creativity And Perceived Performance: What Is The Role
Of Perceived Cultural Novelty? International Journal Of Intercultural Relations, 79,
155–164.
Storey, John. (1989). Management Development: A Literature Review And Implications
For Future Research–Part I: Conceptualisations And Practices. Personnel Review.
Suutari, Vesa, & Mäkelä, Kristiina. (2007). The Career Capital Of Managers With Global
Careers. Journal Of Managerial Psychology.
Szulanski, Gabriel. (2000). The Process Of Knowledge Transfer: A Diachronic Analysis
Of Stickiness. Organizational Behavior And Human Decision Processes, 82(1), 9–
27.
Tangaraja, Gangeswari, Rasdi, Roziah Mohd, Samah, Bahaman Abu, & Ismail, Maimunah.
(2016). Knowledge Sharing Is Knowledge Transfer: A Misconception In The
Literature. Journal Of Knowledge Management.
Whitmore, Jon. (1994). Directing Postmodern Theater: Shaping Signification In
Performance. University Of Michigan Press.
Yang, H., Wen, Q., Xue, J., & Ding, Y. (2014). Alveolar Bone Regeneration Potential Of
A Traditional Chinese Medicine, B U‐S Hen‐G U‐C Hi‐W An, In Experimental
Periodontitis. Journal Of Periodontal Research, 49(3), 382–389.
