Integrating the literature on trust building and cultural intelligence, the purpose of this paper is to understand how expatriate managers build trust with their host country nationals (HCNs) in China. Qualitative data collected via extensive interviews with 12 expatriate managers and 34 HCNs from seven multinational companies in Shanghai. The authors find that expatriate managers and HCN managers build trust via competence/ability at the onset. The trust relationship becomes stronger over time with the development of affect-based trust via cultural intelligence of the expatriate managers. Implications for theory and practice following the results are discussed. This study used the cultural intelligence perspective to understand the trust building process. In addition this study interviewed both sides to the trust dyad; the expatriate manager and the HCN manager. Hence, it provides perspectives from both sides of the trust building process, one of the first studies to do so.
Chinese host country nationals, Cultural intelligence, Expatriates, Trust
Asian Studies | Organizational Behavior and Theory
Organisational Behaviour and Human Resources
Journal of Global Mobility
ANG, Fenny and TAN, Hwee Hoon.
Trust Building with Chinese Host Country Nationals. (2016). Journal of Global Mobility. 4, (1), 44-67. Research Collection Lee Kong Chian School Of Business.
Available at: http://ink.library.smu.edu.sg/lkcsb_research/4932
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