Black and Gregersen’s typology resembles a schema frequently used in
acculturation studies to distinguish identification with the home culture and
identification with the host culture (Van Oudenhoven et al., 2001). The com-
bination of these two factors leads to four adaptation strategies that are
included in Figure 10.3. Through factor analysis based on responses of 127
expatriates in a large Dutch MNC, Van Oudenhoven et al. (2001) were also able
to determine which expatriate characteristics were associated with the four dif-
ferent forms of allegiance (see Figure 10.3). The characteristics in the free agent
category, however, would seem to apply only to the ‘hired-gun free agent’. The
authors also found some differences in the perceived importance of the four
types of allegiance according to demographic and situational factors. The dual
citizen allegiance was deemed more important by older expatriates, while the
free-agent allegiance was deemed more important by younger expatriates. The
heart-at-home allegiance was seen as more important by technicians and pro-
duction workers than by managers. With regard to host region, the free agent
and going-native allegiance was seen as less important in Africa than in Asia,
Europe and Latin America.
276 International Human Resource ManagementFIGURE 10.3Allegiance to the parent firmLow HighAllegiance to the
local firmLow FREE AGENTS (41%)
Adaptation strategy: marginalization
Expatriate characteristics- Flexibility
- Adventurousness
HEART-AT-HOME (12%)
Adaptation strategy: separation
Expatriate characteristics- Commitment to the company
- Perseverance
High GOING NATIVE (15%)
Adaptation strategy: assimilation
Expatriate characteristics - Extroversion
- Cultural empathy
DUAL CITIZENS (32%)
Adaptation strategy: integration
Expatriate characteristics- Open-mindedness
- Orientation to action
Forms of expatriate allegiance (based on Black and Gregersen, 1992 and van
Oudenhoven et al., 2001)