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Mix and match: bicultural expatriates in multicultural Malaysia

Christopher Richardson (Graduate School of Business, Universiti Sains Malaysia, Penang, Malaysia)

Review of International Business and Strategy

ISSN: 2059-6014

Article publication date: 7 June 2021

Issue publication date: 21 February 2022

346

Abstract

Purpose

This paper aims to investigate the expatriate adjustment experiences of “biculturals”, defined here as individuals who have internalised at least two cultural profiles, in a host-country setting that is itself also culturally diverse.

Design/methodology/approach

A qualitative approach was adopted, involving semi-structured interviews with a small number of bicultural expatriates working in Malaysia.

Findings

The findings here echo previous studies in demonstrating bicultural expatriates’ ability (and tendency) to switch cultural frames as part of their adjustment. Despite this, however, their professional and social networks appear to still be shaped by cultural factors, with expatriates drawn towards networks whose members mainly comprise certain ethnic groups whose values and norms are perceived as being more closely aligned with those of the expatriate.

Originality/value

Though the literature on bicultural expatriates continues to grow, little emphasis has been given to a host-country setting that is itself culturally diverse. The findings here suggest that in such a setting, professional and social networks serve as an aid in the adjustment. Importantly, however, these networks, rather than being culturally impartial, as it were, may primarily comprise certain ethnic groups who are considered culturally “closer” to the expatriate in question.

Keywords

Acknowledgements

The author would like to acknowledge and thank the anonymous reviewers for their careful reading of the paper and the invaluable insights they provided throughout the review process.

Citation

Richardson, C. (2022), "Mix and match: bicultural expatriates in multicultural Malaysia", Review of International Business and Strategy, Vol. 32 No. 1, pp. 94-111. https://doi.org/10.1108/RIBS-07-2020-0084

Publisher

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Emerald Publishing Limited

Copyright © 2021, Emerald Publishing Limited

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