Expected feedback and successful adaptation to a multinational organization (MNO)

Abstract

Abstract This study examined expected feedback and employee adaptation to a multinational organization (MNO). The survey data were collected from 262 American and Japanese members from Japanese MNOs in the U.S. The results revealed that American employees valued feedback and expected both direct and indirect styles of feedback more than Japanese. Although there was no difference in the expected frequency of direct feedback, American employees expected to receive a higher frequency of indirect feedback than Japanese members. Further, a high frequency of direct feedback contributed to successful adaptation of both American and Japanese members. These findings provide guidance for an increasing number of MNO managers.