| Abstract: | This field note is based upon a case study of US expatriates working for a multinational nonprofit organization in North and Central Africa. The purpose of this study was to examine expatriate culture adjustment from two vantage points. First, the study tested the impact of three organizational conditions on expatriate culture adjustment. Second, the study examined the relationship between an expatriate's culture adjustment and (1) their intention to prematurely leave the international assignment and (2) their effectiveness in host country relationships. In the first phase of analysis, the study found that the expatriate's alignment with organizational mission and values, level of team esprit‐de‐corps, and job satisfaction were significant predictors of national cultural adjustment. In the second phase, the study found that higher levels of expatriate cultural adjustment (1) yielded lower levels of employees’ premature turnover intention and (2) enhanced the expatriate's ability to work with host country nationals and their organizations. The validated survey instrument in this study provides managers with a tool to measure the organizational conditions, expatriate's level of cultural adjustment, turnover intention, and relationships with host ‐country nationals. Implications for research and practice are discussed. |
