Exploring cultural dimensions as predictors of performance management preferences: the case of self-initiating expatriate New Zealanders in Belgium

Abstract

Despite the large number of New Zealanders working overseas of their own volition, the expatriate management literature has largely ignored their performance management (PM) preferences. The need to consider followers' preferences has been established by evidence supporting a link between PM practices and national culture, and subsequent performance. This study utilised the semi-structured interview to explore and compare the PM preferences of self-initiating expatriate New Zealanders in Belgium, and Belgians. Content analysis revealed distinct similarities and differences in preferences that can be tentatively linked to elements of national culture, providing general support for related literature. Subgroups also emerged within the Belgian sample and individual differences emerged within both samples, emphasising the importance of cultural subgroups as well as individual variations when considering PM preferences. Findings have academic and practical implications, which may be further explored by the suggested avenues of future research.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 18 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.