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Culture shock and its relationship with the intercultural effectiveness of organizational leaders in the pharmaceutical industry

<p> Social contact and geographical movement have been widely studied since ancient times. Conducting business across cultures and expatriation are becoming more popular and ry. As a result of those cultural interactions, individuals face multiple challenges, changes, and social encounters with people from other countries and cultures. The challenges are even greater when those individuals are organizational leaders leading companies or departments in foreign countries. Changes in emotional and professional adjustment to a new country could lead to a serious culture shock process. Literature on culture shock and cultural adjustment shows that individuals could face adverse psychological consequences as a result of failing to adjust to the new culture (Hofstede, 1980; Mendenhall, Bird, Oddou, &amp; Stevens, 2008; Oberg, 1960). This mixed-methods research studies whether culture shock relates to intercultural effectiveness of organizational leaders who are Spanish nationals working in the pharmaceutical industry in the United States (U.S.). Research instruments measure the organizational leader&rsquo;s level of intercultural effectiveness, and the degree to which the leader is experiencing culture shock. Quantitative data was collected using the Intercultural Effectiveness Scale (Mendenhall et al., 2008), and the Culture Shock Adaptation Inventory II (Juffer, 1985). Qualitative data was collected from in-depth interviews via e-mail to document the experience of Spanish organizational leaders working as expatriates in the pharmaceutical industry in the U.S.</p>
Date27 August 2016
CreatorsVillalobos-Sal, Andres
PublisherIndiana Wesleyan University
Detected LanguageEnglish

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