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Introduction to Remote Work

Remote work is also known as distance working, teleworking, telework, mobile work, working from home (WFH), work from anywhere (WFA), and remote jobs, are all a type of employment arrangement in which employees are not required to commute to a central workplace location, such as a warehouse, an office building, or a retail shop. This is largely possible due to the rapid technological advancements such as local area networks, collaborative software, conference calling, virtual private networks, internet access, videotelephony, voice over IP (VoIP), cloud computing, and mobile telecommunications technology such as Wi-Fi-enabled laptops and tablets, smartphones, Wi-Fi-enabled laptops and tablets, and desktop computers with landline phones make it possible. It may be effective and valuable for businesses since it lets employees to communicate over great distances, saving time and money on travel, and also allows organisations to save up on offices and employee expenses. Working from home can help firms to increase their productivity, reduce overall attrition, and cut off on regular and excessive expenses, while the employees can reap the benefit alike from the flexibility of work and the time-consuming absence of commuting needs (Alipour, Falck & Schüller, 2020). Zoom, Microsoft Teams, Google Meet, and WhatsApp are examples of remote work applications. Working from home may be interesting, powerful, and even financially rewarding if employees are honest about the advantages and disadvantages it poses. It's a way to avoid the daily commuting grind, whether the employee is a freelancer, a business part-timer, or a full-time employee who just doesn't show up to work on some days or at all. Added duties, on the other hand, come with more flexibility, as well as preparation, forethought, self-discipline, and focus—and, yes, hours of unbroken hard labour. Working from home isn't simpler; it's just a different place (Barrero, Bloom & Davis, 2021).

When COVID-19 made it mandatory for businesses all around the world to send their employees home to work online, remote work became a significant deal. After everyone had settled in, many office-based teams rapidly realised that employees could be just as busy and focused when they weren't in the office—in many cases, even more so. Employers all across the world came to realise that remote work is a viable option. The same realisation dawned on the Department Manager of AAA Insurance Company as well, when he was stuck at home working for more than 2 years during the wake of the Covid-19 pandemic. The Department Manager has been associated with the organisation as a full timed employee since, 2017. He is also a distinguished member of the organisation and has contributed to the organisational growth and development significantly. While there is a compelling case to be made for working from home, many individuals associate remote work with inefficiency and sloth (Faulds & Raju, 2021). Hence, for the Department Manager to successfully present his case before the CEO, he will need to approach the case strategically and methodically to create the scenario for the same and convince the CEO as to why this arrangement is beneficial to the organisation and how he can be integral in the growth and development of the organisation in the future. It really is a delicate matter, and the Department Manager should do some homework before bringing the suggestion to the CEO. Working remotely has the added benefit of allowing the Department Manager to do everything from spend more time with his family to travel the world. Switching from an office to working from home can result in considerable productivity gains in respect to office work model. Hence , logic and strategy will help the Department Manager to rest his case before the Organisation and the CEO (Gadeyne et al., 2018).

  • Mental Preparation: The mental preparation to present one’s case is important to have clarity and perspective. Working from home may appear to be ideal, but it is not for everyone. Self-management might be tough for certain people who seek the discipline of an office atmosphere. Before approaching the CEO, the Department Manager must first grasp what he desires in order to determine whether the alternative is indeed beneficial to him. Before venturing he must ask the following questions (Gibbs, Mengel & Siemroth, 2021) –
  • How long does he spend in meetings at work?
  • Is it possible for the Department Manager to carry out all of his responsibilities outside of the office?
  • Is his home office equipped with all he requires?
  • Is his firm able to accept remote workers?
  • Is he able to demonstrate a good track record of dependability and a strong work ethic?
  • Asking for the Right Reasons: It is important that the Department Manager is able to showcase the right reasons for his work from home requirements. The Department Manager may need to work from home for a variety of reasons, like travel flexibility or more time with his family, but he does not want to tell the CEO about them. It's acceptable if he has a valid reason, such as an ill spouse, a long or expensive commute, or an unwell parent, but it's not a good idea to simply suggest that he would be happy working from home. Instead, it is preferable to emphasise to the CEO the advantages of working from home. According to Harvard Business Review, remote workers, for example, are more interested in their job. It also helps to concentrate on outcomes rather than actions. The Department Manager may be able to achieve more goals and be more productive without having to come into the office every day if there are less workplace distractions (Holgersen, Jia & Svenkerud, 2021).
  • A Trial Period Suggestion: The Deputy Manager can even seek a trial period to let the CEO assess his progress during this period in the work from home setup and environment. This will allow the Manager to show his point, and once the CEO sees how productive he is, it will be difficult for him to reject the Department Manager further work from home. When the CEO agrees to give him a trial term, the Manager becomes responsible. Once he has been given permission to work from home, he must demonstrate to the CEO that working from home will allow him to finish more projects, get better outcomes, and complete more chores. (Irawanto, Novianti & Roz, 2021).
  • Flexibility: If the Department Manager wants to work from home full-time but the CEO won't let him, consider two or three days a week when he can work from home. This will allow the Manager to demonstrate his efficacy in an at-home setting, similar to a trial period. Another option is to work largely from home while continuing to attend any mandatory in-office meetings. This may be quite beneficial to individuals who have long commutes, as peak hour traffic can be avoided by coming to work at odd hours of the day.The Department Manager might also suggest that meetings be held virtually. He can simply and smoothly join meetings using communication platforms like Skype and Google Hangout from practically anywhere in the planet. If the CEO is still hesitant, provide examples of successful organisations that function entirely remotely. During the necessary work from home periods, he will also be able to point to the success of the arrangement (Gibbs, Mengel & Siemroth, 2021).
  • Argument from the Employer’s Perspective: It is important for the Department Manager to understand and state his argument from the perspective of the CEO and the Organisation. This will allow him to cite relevant data and ideas as to how the organisation can benefit from this arrangement and how it can prove instrumental proceeding forward. The Deputy Manager should prioritise the interests of his employer. The Manager can persuade the CEO that working from home is just as useful to the firm as it is to him by emphasising on the different relevant factors. Working from home, for example, boosts productivity.
  1. Working from home saves money on office overhead.
  2. Working from home aids in the retention of outstanding personnel.
  3. Employees who work from home are less likely to take sick days.
  4. Employees who work from home can work for extended periods of time since they don’t have to commute. (Holgersen, Jia & Svenkerud, 2021).
  • Proving Oneself: It is important for the Department Manager to have relevant evidences to showcase his feasibility in the work from home arrangement. If the Department Manager is given the option to work from home, he should give it his all to ensure that he is able to answer his phone and react to emails or messages. Instead of merely meeting deadlines, he must demonstrate that he can outperform them by utilising the advantages of a distraction-free work environment. If he can maintain the same level of availability, if not more, as he did in the office, he may demonstrate that permitting him to work from home poses no danger or risks (Irawanto, Novianti & Roz, 2021).

Benefits of Remote Work

The Deputy Manager can further highlight the following benefits in favour of his arrangement. This will allow him to solidify his case and get the much-needed approval from the CEO. The benefits of work from home arrangement are –

  • Improved Inclusivity: Companies may embrace diversity and inclusion by employing individuals from a variety of socioeconomic, regional, and cultural backgrounds and viewpoints, which can be difficult to do when recruiting is limited to a single location that not everyone wants to live near or can afford. Companies choose to encourage diversity, community, and family by recruiting individuals who can work from home in the places where they feel most comfortable and supported. Telecommuting jobs allow those who may have difficulty obtaining stable work at an onsite position, such as persons with disabilities or carers who require a flexible schedule, to pursue their professional objectives without having to worry aboutdriving back and forth to an office (Karanikas & Cauchi, 2020).
  • Higher Productivity: When the Department Manager works from home, he is less likely to be distracted by co-workers, which can contribute to increased office efficiency. The Manager will also be able to take short breaks whenever he needs them, which will allow him to return to work feeling more invigorated and motivated. Employers may observe increased productivity when converting to remote work from the Department Manager if they give him the room to completely focus on his job on a remote work arrangement setup and follow his own timetables and timelines (Shao et al., 2021).
  • Reduced turnover rate and higher Job Satisfaction: Employers who provide remote employment may have a decreased rate of turnover. Employees may have less reasons to hunt for a new job as a result of this. If an individual needs to relocate for their job, they may need to quit from an in-person position. This same individual can retain their employment with remote work since he can work from wherever. Companies may also have lower turnover rates as a result of workers' high job satisfaction and flexible scheduling. Employees who work from home have greater flexibility and independence. Those who can acclimatise to this work environment may enjoy their jobs more. Increased employee work satisfaction can result in a variety of advantages for companies. Increased employee loyalty, increased productivity, happier employees, and a better reputation are just a few of the benefits (Putri & Amran, 2021).
  • Reduction in Overhead Costs: While remote firms may pay employees for their at-home work setting, launching a remote business has much lower costs. Organizations working in non-remote business environment are required to pay for various miscellaneous things such as housing rent, various office and utility rents, food and other snacks. Therefore, allowing employees to work remotely but also allow  the opportunity to cut down costs of business. This would also increase employee satisfaction as they would have a greater amount to save and reduce their expenses on various trivial things significantly.(Lanaj, Gabriel & Chawla, 2021).

The Deputy Manager can make the following recommendations to the CEO of the AAA Insurance Company to better boost his chances to the work from home opportunity. The recommendations to the CEO are –

  • Routines: The Department Manager is extremely good with routines and time management. Hence, working from home will be useful for him to better manage his time and stick to the routines to adequately handle his work tasks and requirements (Bick, Blandin & Mertens, 2020).
  • Adequate Home Setup: The Department Manager has an impressive work setup that comprises of a productivity oriented and powerful PC, work headsets, software and hardware. This will ensure the continued productivity for the Department Manager as he is equipped with adequate resources to handle the situation (Chadee, Ren & Tang, 2021).
  • Enhanced Productivity: The Department Manager has seen a surge on his productivity working from home and he will like to continue the same momentum by working from his home location. This will allow the Department Manager to save time by eliminating commute needs and strategically optimize his resources for enhanced work productivity (Cicala, 2020). 
  • Balance: Over the course of the two yers, during the pandemic, the Department Manager has been able to create a significant work and his personal life balance, by working from home. This has allowed him to get fitter, that has in turn increased his activity during work hours and has enhanced his productivity, by minimizing fatigue and wastage of resources. Hence, for the Department Manager, working from home is essential for his work-life balance and work performance (Dey et al., 2020)

Conclusion

The above paper concludes the argument for why the Department Manager who has been working full time in the AAA Insurance Company since 2017, should be allowed to work from home. The paper makes a realistic and valid argument for the Department Manager’s needs and reasoning behind working from home, to the CEO of AAA Insurance Company. The paper is a reasoning behind the continuation of work from home. It is no doubt that the work from home model poses both advantages and disadvantages for both the employees and the organisation. However, in case of the employees, the advantages supersede the disadvantages. Hence, organisations can benefit from this arrangement as well. Reduced expenses, flexibility in work, increased productivity, robust organisational policies, framework for the future and so on, can be positively impactful for the organisation via the benefits reaped by the employee. Hence, for organisations to understand the need of its employees and make arrangements accordingly is extremely important in employee satisfaction and retention of the best talents within the organisation. The work from home model worker out for organisation for as long as two years amidst the pandemic. Hence, there is no reason to think that it will not work out in the future as well. The work from home model can pave the way for long term planning for uncertainties like the Covid-19 pandemic and can prevent any mishaps from happening in the near future. The paper makes a strong argument on behalf of the deputy manager for his work from home requirements approval form the current CEO.

The primary aim of this paper is to present a detailed knowledge and data based representation for the knowledge and understanding of the cultural and Country wise differences between Qatar and China, for an expatriate who is going to relocate from the organisation in Qatar to the subsidiary in China. The paper will identify the different differences in culture and related aspects between the two countries, using the Hofstede Insights Model to understand the same and prepare the expatriate for their journey. The paper will also present the relevancy of Hofstede’s Cultural Insights Model and try to draw up relevant practical experiences from the writer’s life. This paper will try to provide a comprehensive idea and understanding of the new Country i.e., China with respect to the Headquarter Country i.e., Qatar. The paper also outlines the lessons and the communication strategies that the expatriate must possess while working beside his Chinese colleagues and culture (Canhilal, Canboy & Bakici, 2020).

The Model is enumerated as stated below –

Strategies for Presenting a Strong Case for Work from Home Arrangement

China: According to the hofstede model China has 80 points in the powered distance factor which clearly shows that differences between individual social status and power is acceptable. The hierarchial set up is quite prevalent in China and provides very little protection against abuse of power and possession. Formalizing authority as well as consequences could have a great impact on the individual. This hierarchial model often makes the Chinese individual very enthusiastic about other people's ability to lead and take initiative. As per this factor it inhibit an individual to aspire any position that is beyond or higher then theirs.  (Insights, 2022).

Qatar: Qatar scores higher (an aggregate score of 93 ) which clearly points to the fact that people in Qatar also believes in the hierarchical system like China. The people of Qatar have the concept of ideal boss being the top of the entire function and the others following their lead. The subordinates in Qatar are expected to follow orders from their top leaders and maintaining a strong hierarchy. The manager/boss is expected to make choices (and is frequently the only one permitted to do so). Connections and various titles conferred by the royal family become a crucial factor and determining the hierarchy in Qatar. The monarchy and their connections are to be treated with respect and held at high esteems.  (Shao & Ariss, 2020).

China: China has four quite poorly in individualism which clearly demarks that the Chinese work for the best interest of the group rather than focusing on their own individual needs. This is  reflected in hiring and promotion of the candidates for an organization. All the hirings and promotion within the Chinese organization is influenced by different group factors such as In Group cohesion and closer relationship with the group. Loyalty to the company [not necessarily with the people working in the company] is found to be very low.  (Lapointe, Vandenberghe & Fan, 2020).

Qatar: Qatar is identified as an society within collectivist attitude which is clearly reflected in the hofstede score of 25. It could be seen that deep cut are citizens are clearly devoted to the members of their group and pledge their loyalty to their family or extended family for a very long time. As per they collectivist culture loyalty is held at a higher priority than any other societal laws and regulations. This kind of society encourages deep connections within their members and promote them to take responsibility for each other within the group. Offense of any member of the group may impact the entire group as a whole. Decisions such as promotion and recruitment are often judge based on the employees performance in various group activities within the organization.  (Kour & Jyoti, 2021).

China: As far as my skill in nature of society is concerned China has scored 66 which means that Chinese culture is highly focused on achievement. The Chinese culture have shown a very high masculinity which means they're drive by the achievement they receive. The Chinese population is known to put there profession ahead of any other family or personal bindings. The service providers like salon workers provides service till late nights. Recreation and leisure time has the least importance in the Chinese culture. The Chinese population would often leave their family and friends behind in order to work remotely. This attitude of Chinese people could be reflected on the students as well who are more focused on getting high test scores and rankings in order to prove their potential as successful students (Kour & Jyoti, 2021).

Recommendations to the CEO

QatarQatar on the other hand had scored 55 which makes this society neither too masculine nor too feminine. However the expression of masculine culture is greater compared to the expression of feminine culture. Most of the people of this country add motivated by the idea of leaving to work. Even in the professional fields the favorable role of the managers are to be decisive and forceful, equity, competitiveness, and performance are prioritised, and problems are settled by fighting them out (Stoermer, Davies & Froese, 2021).

China: In terms of uncertainty avoidance China have scored 30. This exhibits that the Chinese people are quite accustomed with the ambiguity and does not care much about the future uncertainties. Even though there are strict laws and standards that are required to be followed and maintained diligently but there is room for flexibility in order to adapt to different situations and events. The Chinese people lack proper institutions and formal organisations that would help them to deal with uncertain situations. Chinese culture and language consists of lot of confusing connotations which are very difficult to comprehend. As it could be seen that the Chinese people are very adaptive and enterprising. The total mass of Chinese people around 70 to 80% of the total population are owners of either small or medium sized enterprises.  (Kang & Shen, 2018).

Qatar Qatar is well adapted for various uncertainty of the future which can be clearly seen in their score of uncertainty avoidance [aggregate score of 80]. As per the score it could be clearly identified that the people of Qatar are very much interested in avoiding any kind of uncertainties in the future. The country Who practice uncertainty avoidance add pound to have strong resistance towards change and follow strict ideology and lay down new rules and regulations that restricts any unconventional practice, behavior and ideologies. According to this culture time is money.  (Rafiq et al., 2019).

China: China is a very long term oriented nation which is also reflected on their score of 87. The culture is quite pragmatic that things hi about truth, context as well as time. The Chinese have demonstrated the ability to quickly adapt their cultures and traditions to the dynamic environment around them ensuring a strong and high productivity at the same time save and invest in various far reaching goals( He, An & Berry, 2019).

Qatar: On this dimension, there is currently no score for Qatar.

China: China is very restrictive in nature as but this score in intelligence [aggregate score of 24]. The culture and Society of China he's very restrained where traits such as cynicism and pessimism being very common. Moreover, the restaurant societies unknown to give a very less significance on different recreational activities and prefer to have greater control over fulfilling their primary needs. According to them indulging in behaviors that benefit themselves and overlooking their primordial needs are very unethical.  (Guo, Rammal & Pereira, 2021).

Qatar: On this dimension, there is currently no score for Qatar.

According to me, the Hofstede Insights are an overall representation of the Country dynamics and provide an overall insight into the cultural facets of an organisation. It is still vastly important and relevant, especially for the expatriate who is going to venture into the unknown territory. It is important for him to at the least have a basic knowledge of the Country he is venturing into. There are numerous practical as well as real life expertise and experiences that the expatriate can learn upon his visit to China. FVor example, an idea of their native language as well as their formal and basic etiquettes can go a long way in solidifying himself into the social strata of China. Also, idea about the most important attributes of China, in terms of its culture, population, religion, social, professional and mixed aspects and so on. The expatriate must know the various styles of types of communication that are prevalent within China and communicate effectively with his colleagues based on the same. This will allow him to mix well with the local community and build his local perspective of the place. This is important for adaptability and comfort in a foreign land, with no existing connection to the home country.

Conclusion

Conclusion

The above paper concludes the narrative for the cultural differences, similarities and dimensions of Hofstede’s Insights Investigative Model for Qatar and China to understand the expatriate experience for shifting from the Headquarter in Qatar to the subsidiary in China. The above enumeration is important to gather as much knowledge as possible for the expatriate to adjust himself will in the Chinese environment and understand the cultural situation of the Country. This will help him gain valuable insights into the working of the various aspects of the new Country and fulfil his professional obligations effectively. The paper identifies the different differences in culture and related aspects between the two countries, using the Hofstede Insights Model to understand the same and prepare the expatriate for their journey. The paper also presents the relevancy of Hofstede’s Cultural Insights Model and draws up relevant practical experiences from the writer’s life. This paper also provides a comprehensive idea and understanding of the new Country i.e., China with respect to the Headquarter Country i.e., Qatar. The paper also outlines the lessons and the communication strategies that the expatriate must possess while working beside his Chinese colleagues and culture. The paper ends with drawing up relevant experiences and considerations for the expatriate.

References (Part A)

Alipour, J. V., Falck, O., & Schüller, S. (2020). Germany's capacities to work from home. DOI: https://dx.doi.org/10.2139/ssrn.3578262 

Barrero, J. M., Bloom, N., & Davis, S. J. (2021). Let me work from home, or I will find another job. University of Chicago, Becker Friedman Institute for Economics Working Paper, (2021-87). DOI: https://dx.doi.org/10.2139/ssrn.3890988

Bick, A., Blandin, A., & Mertens, K. (2020). Work from home after the COVID-19 Outbreak. https://dallasfed.frswebservices.org/-/media/documents/research/papers/2020/wp2017.pdf

Bick, A., Blandin, A., & Mertens, K. (2021). Work from home before and after the Covid-19 outbreak. Available at SSRN 3786142. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3786142

Chadee, D., Ren, S., & Tang, G. (2021). Is digital technology the magic bullet for performing work at home? Lessons learned for post COVID-19 recovery in hospitality management. International Journal of Hospitality Management, 92, 102718. https://www.sciencedirect.com/science/article/pii/S027843192030270X 

Cicala, S. (2020). Powering work from home (No. w27937). National Bureau of Economic Research. https://www.nber.org/papers/w27937 

Dey, M., Frazis, H., Loewenstein, M. A., & Sun, H. (2020). Ability to work from home. Monthly Labor Review, 1-19. https://www.jstor.org/stable/26931202

Faulds, D. J., & Raju, P. S. (2021). The work-from-home trend: An interview with Brian Kropp. Business Horizons, 64(1), 29. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7578739/

Gadeyne, N., Verbruggen, M., Delanoeije, J., & De Cooman, R. (2018). All wired, all tired? Work-related ICT-use outside work hours and work-to-home conflict: The role of integration preference, integration norms and work demands. Journal of Vocational Behavior, 107, 86-99. DOI: https://doi.org/10.1016/j.jvb.2018.03.008

Gibbs, M., Mengel, F., & Siemroth, C. (2021). Work from home & productivity: Evidence from personnel & analytics data on IT professionals. University of Chicago, Becker Friedman Institute for Economics Working Paper, (2021-56). https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3843197 

Holgersen, H., Jia, Z., & Svenkerud, S. (2021). Who and how many can work from home? Evidence from task descriptions. Journal for labour market research, 55(1), 1-13. DOI: https://doi.org/10.1186/s12651-021-00287-z 

Irawanto, D. W., Novianti, K. R., & Roz, K. (2021). Work from home: Measuring satisfaction between work–life balance and work stress during the COVID-19 pandemic in Indonesia. Economies, 9(3), 96. DOI:  https://doi.org/10.3390/economies9030096

Karanikas, N., & Cauchi, J. (2020). Literature review on parameters related to Work-From-Home (WFH) arrangements. https://eprints.qut.edu.au/205308/

Lanaj, K., Gabriel, A. S., & Chawla, N. (2021). The self-sacrificial nature of leader identity: Understanding the costs and benefits at work and home. Journal of Applied Psychology, 106(3), 345. DOI: https://doi.org/10.1037/apl0000505

Putri, A., & Amran, A. (2021). Employees Work-Life Balance Reviewed From Work From Home Aspect During COVID-19 Pandemic. International Journal of Management Science and Information Technology, 1(1), 30-34. https://journal.lembagakita.org/index.php/IJMSIT/article/view/231 

Shao, Y., Fang, Y., Wang, M., Chang, C. H. D., & Wang, L. (2021). Making daily decisions to work from home or to work in the office: The impacts of daily work-and COVID-related stressors on next-day work location. Journal of Applied Psychology, 106(6), 825. DOI: https://doi.org/10.1037/apl0000929

References (Part B)

Canhilal, S. K., Canboy, B., & Bakici, T. (2020). Social support for expatriates through virtual platforms: Exploring the role of online and offline participation. The International Journal of Human Resource Management, 1-32. DOI: https://doi.org/10.1080/09585192.2020.1752283

Country Comparison - Hofstede Insights. Hofstede Insights. (2022). Retrieved 6 April 2022, from https://www.hofstede-insights.com/country-comparison/china,qatar/.

Guo, Y., Rammal, H. G., & Pereira, V. (2021). Am I ‘In or Out’? A social identity approach to studying expatriates’ social networks and adjustment in a host country context. Journal of Business Research, 136, 558-566. DOI: https://doi.org/10.1016/j.jbusres.2021.07.059

He, B., An, R., & Berry, J. (2019). Psychological adjustment and social capital: a qualitative investigation of Chinese expatriates. Cross Cultural & Strategic Management. DOI: https://doi.org/10.1108/CCSM-04-2018-0054

Kang, H., & Shen, J. (2018). Antecedents and consequences of host-country nationals' attitudes and behaviors toward expatriates: What we do and do not know. Human Resource Management Review, 28(2), 164-175. DOI: https://doi.org/10.1016/j.hrmr.2017.07.001

Kour, S., & Jyoti, J. (2021). Cross-cultural training and adjustment through the lens of cultural intelligence and type of expatriates. Employee Relations: The International Journal. https://www.emerald.com/insight/content/doi/10.1108/ER-07-2020-0355/full/html?skipTracking=true&utm_source=TrendMD&utm_medium=cpc&utm_campaign=Employee_Relations_TrendMD_0&WT.mc_id=Emerald_TrendMD_0 

Lapointe, É., Vandenberghe, C., & Fan, S. X. (2020). Psychological contract breach and organizational cynicism and commitment among self-initiated expatriates vs. host country nationals in the Chinese and Malaysian transnational education sector. Asia Pacific Journal of Management, 1-24. DOI: https://doi.org/10.1007/s10490-020-09729-7

Rafiq, A., Saleem, S., Bashir, M., & Ali, A. (2019). The paradox role of extraversion in the cross-cultural adjustment process of Asian expatriates. Psychology research and behavior management, 12, 179. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6445346/ 

Shao, J. J., & Ariss, A. A. (2020). Knowledge transfer between self-initiated expatriates and their organizations: Research propositions for managing SIEs. International Business Review, 29(1), 101634. DOI: https://doi.org/10.1016/j.ibusrev.2019.101634

Stoermer, S., Davies, S., & Froese, F. J. (2021). The influence of expatriate cultural intelligence on organizational embeddedness and knowledge sharing: The moderating effects of host country context. Journal of International Business Studies, 52(3), 432-453. DOI: https://doi.org/10.1016/j.ibusrev.2019.101634

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