Cross-Cultural Domestic Managerial Transfer Effectiveness: A Conceptual Model
Posted: 15 Nov 2012 Last revised: 26 Apr 2013
Date Written: November 15, 2012
A significant number of studies have been conducted to help understand the predictors of intra-organisational geographic managerial transfer effectiveness. The majority of the research has focused on understanding ‘success predictors’ of employee transfers across different countries (often referred to as ‘expatriate assignments’). So far, so little attention has been given on the above issue in domestic transfer context, particularly in multi-cultural countries. I argue that domestic transfers in those countries, such as one in Indonesia, may have many of the same challenges as expatriate assignments.
In light of this gap in transfer literature, this paper attempts to propose a conceptual model of cross-cultural domestic managerial transfer effectiveness. One of the most critical points of this model is in accommodating non-work factors (cultural novelty, family cross-cultural adjustment, and family separation adjustment) as well as cultural intelligence, which were previously not considered as salient variables in domestic transfers. This paper encourages future research to use the term ‘cross-cultural geographic managerial transfer’ (as an alternative to established terms of ‘domestic transfer versus international transfer’) that refers to any transfer that involves moving to a new location with significant (regional) cultural novelty, regardless of the national boundaries. The main focus of this paper is on domestic transfers in multi-cultural countries. This proposed model, however, can be tested empirically on both domestic and international transfers providing the transfers involve cross-cultural moves.
Keywords: domestic transfers, expatriate, cross-cultural geographic transfers, intra-orgnisational transfers, transfer effectiveness
JEL Classification: M12, M51
Suggested Citation: Suggested Citation