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J. Stewart Black

Researcher at INSEAD

Publications -  69
Citations -  13993

J. Stewart Black is an academic researcher from INSEAD. The author has contributed to research in topics: Expatriate & Globalization. The author has an hindex of 35, co-authored 69 publications receiving 13276 citations. Previous affiliations of J. Stewart Black include Shelter Insurance & University of California, Irvine.

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Toward a Comprehensive Model of International Adjustment: An Integration of Multiple Theoretical Perspectives

TL;DR: The authors integrated theoretical and empirical work of both the international and the domestic adjustment literatures to provide a more comprehensive framework than might be obtained from either of the literatures alone, and they proposed a theoretical framework for guiding future research.
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Cross-Cultural Training Effectiveness: A Review and a Theoretical Framework for Future Research

TL;DR: A review of the cross-cultural training literature is presented in this paper, and it is determined that cross-culture training in general is effective, and a theoretical framework based on social learning theory is proposed for understanding past research and for guiding future research.
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Work Role Transitions: A Study of American Expatriate Managers in Japan

TL;DR: This article examined the relationship between several variables and work role transition in the case of an overseas assignment to Japan and found that role ambiguity and role discretion were found to influence work adjustment, while predeparture knowledge, association with local nationals, and family's adjustment correlate with general adjustment of American expatriate managers in Japan.
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The Influence of the Spouse on American Expatriate Adjustment and Intent to Stay in Pacific Rim Overseas Assignments

TL;DR: This article found that a favorable opinion about the overseas assignment by the spouse is positively related to the spouse's adjustment and the novelty of the foreign culture has a negative relationship with the spouse adjustment.
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Proactivity during organizational entry: The role of desire for control.

TL;DR: In this paper, the authors described the various ways that newcomers proactively attempt to gain feelings of personal control during organizational entry and examined their longitudinal effects on self-reported performance and satisfaction in a sample of organizational newcomers.