Career Anchors and Cross-Cultural Adjustment Among Expatriates in a Non-Profit Organization

The Relationship between Discrepancies in Career Anchors of Information Technology Personnel and Career Satisfaction

The career anchors of information technology personnel (ITP) are critical factors influencing their career satisfaction (CS), and these factors are also influenced by national culture. Although a number of scholars have studied the internal CS of employees, these scholars have not explained how to increase the CS of ITP from both individual and organizational perspectives and to further improve the success rate of IS projects. Thus, this study adopts the goal-achievement gap (discrepancy) theory to explore the gap between the "internal career desires (career wants, CW)" and "external career opportunities (career have, CH)" of ITP in two different cultural societies, namely mainland China and the United Arab Emirates, and whether the gap impacts their CS. The data in this study were collected from the Internet. A survey was posted on Internet discussion forums for full-time ITP participants within organizations in China and the United Arab Emirates; thus, the results of this study are possibly only generalizable to these two countries. Finally, the results of this study provide the following contributions: (1) There are 13 career anchors (technical competence, managerial competence, autonomy, organizational stability, challenge, lifestyle, identity, creativity, variety, service, entrepreneurship, geographic security, and learning motivation) of ITP in China, which can be divided into three categories, and these are totally different from the four categories identified by ITP in the United Arab Emirates. (2) The surface analysis approach (RSA) to test the curvilinear relationship between the CW, CH, and CS of ITP indeed can explain more than the linear SEM (structural equation modeling) test between the CW and CS, CH, and CS separately, both tests are in two different cultural societies, China and the United Arab Emirates.

Business, pleasure or both?: motivations and changing motivation of self-initiated expatriates

Responding to calls for more knowledge about the motivations (and changing motivations) of self-initiated expatriates (SIEs), this qualitative research examines 58 Australian SIEs working in culturally (dis)similar host contexts, to address the question: Why are Australian SIEs motivated to expatriate to South Korea or the United Kingdom? The findings demonstrate that, although personal/lifestyle considerations are important to SIEs, career-related considerations are either primary or become more prevalent following expatriation. The findings reveal that, while SIEs expatriate with particular motivations, over time their motivations may change as other factors determine desire to stay/leave a host country. Drawing on self-determination theory (SDT), the research highlights variations in extrinsic and intrinsic motivations of SIEs including those who intended to utilise their expatriation as part of a boundaryless career and those who unintentionally found themselves focused on career. Knowledge of (changing) motivations is salient to organisations' selection decisions and support for international employees.

Career Anchors of IT/IS Personnel

While career anchors have mainly studied in the US society; this study demonstrates the difference in the career anchors of the information technology/information system (IT/IS) personnel rooted in different cultures. The survey was conducted in the PRC (202), Taiwan (145), India (223), the UAE (167), and the US (122) totaling 859 respondents. This study examines the relationship between the guanxi culture, career anchor, job satisfaction, and turnover intention among these five cultural societies' IT/IS personnel. The result shows that the guanxi culture has a different effect on each career anchor, and each one also has a different effect on job satisfaction in the five different cultural societies as well; thus, they have different results in the research model. Also discussed are the implications of the study and its contribution to the research and management practice.