Exploring MEH (Manager-Employee-Heterophily)
in US-owned and managed plants in Taiwan

Chang, K; Taylor, J; Cheng, K

Abstract

In this chapter, we explores MEH (manager-employee-heterophily) and its organizational influence. MEH refers to a phenomenon in the workplace where managers and employees are from different ethnic backgrounds: the managers are typically expatriates from overseas parent-companies, while the general workforce comprises locally recruited employees. Prior studies imply that MEH may affect aspects of organizational culture, in particular factors that relate to human resource management. Our research findings have revealed that MEH influences aspects of organizational culture, more specifically, Taiwanese employees prefer Taiwanese to US managers. MEH is also shown to influence perceived levels of stress at work, an effect moderated by employees' psychological acceptance and job tenure. The influence of MEH is largely considered in the context of cultural unfamiliarity between Taiwanese employees and US managers. Expanding our understanding of MEH and potential sources of (dis)harmony between employees and their managers may provide organizations with the knowledge required to harness the organizational benefits of MEH and ameliorate negatives through informed human resource management practices.

Citation

in US-owned and managed plants in Taiwan. In C. Rowley, & E. Paulet (Eds.), The China business model. London: Elsevier. https://doi.org/10.1016/B978-0-08-100750-1.00007-3

• Acceptance Date: Mar 17, 2016
• Online Publication Date: Jan 27, 2017
• Publication Date: Jan 27, 2017
• Deposit Date: Mar 22, 2016
• Publisher: Elsevier
• Book Title: The China business model
• ISBN: 9780081007501
• DOI: https://doi.org/10.1016/B978-0-08-100750-1.00007-3
• Publisher URL: http://dx.doi.org/10.1016/B978-0-08-100750-1.00007-3
• Related Public URLs: http://www.sciencedirect.com/science/book/9780081007501