nce of this adaptation process with respect to managerial performance and acceptance by host country peers and subordinates such a study can add to an understanding of what best practices should be adopted to ensure expatriate managerial success (Harvey, 1999). A review of relevant literature will serve as the basis for the study.
Cultural adaptation, as defined by Jun, Gentry, and Hyun is a "social cognitive process that reduces uncertainty and an affective process that reduces anxiety; the outcomes of cultural adaptation include psychological well-being and satisfaction as well as social competence (2001, p. 369)." Successful cultural adaptation can be conceptually described as the general satisfaction of an individual with his or her personal situation in the host country. Indeed, Jun, et al (2001) make a strong case for the assertion that a failure to adapt successfully can lead to a number of negative consequences, including lowered mental health status, feelings of marginality or alienation, the development of psychosomatic symptoms, and even identify confusion.
What this suggests, according to Pornpitakpan (1999), is that beyond an optimal level, attempting to adapt to the norms and behavior of a foreign culture can lead to dysfunctionality. While it is true that expatriate managers and workers or others who find themselves a minority in a foreign culture must adapt to that culture, it is also clear in the view of this researcher that adopting native forms of communication and behavior can be unwise because foreigners are regarded as out-group members and receive differential treatment and are perceived differently.
Nevertheless, Pornpitakpan (1999) does recognize that participation in a foreign culture represents a threat to identity, even for the most secure or self-confident individual. Consequently, individuals who work in expatriate settings must possess the ability to deal effectively with the attitudes, be...