| description abstract | Expatriates employed to work on international construction projects face high levels of stressors in the workplace, and adjustments often need to be made to improve their job performance. We investigated whether and how expatriate resilience mediates the effect of job stressors on expatriate adjustment. We put forth a series of consistent and contradictory hypotheses by combing the challenge–hindrance stressor framework with the job demands–resources theory. Data collected from 2123 expatriates of international construction projects were used to evaluate the theoretical model, and the data were separated into two groups (low-level hostile environment group and high-level hostile environment group) based on the hostility level of their assigned locations. These results confirm that the impact of the two categories of stressors varies in different hostile environments. In all contexts, hindrance stressors are “bad” stressors as they impair expatriate resilience and adjustment, whereas challenge stressors exert different effects on expatriate resilience and adjustment depending on the level of hostility of their environments. In the high-level group, challenge stressors had a negative effect on expatriate adjustment and resilience. In contrast, challenge stressors were “good” in the low-level group. Moreover, both challenge and hindrance stressors significantly mediate expatriate adjustment via expatriate resilience, highlighting the value of considering expatriate resilience. These results add to the growing body of knowledge on the relationship between expatriate adjustment and occupational stressors. Our research furthers our understanding of the challenge–hindrance stressor framework by finding results contradictory to those of the original framework. Occupational stress management is a critical mission in the construction industry since it is one of the most stressful industries. Previous studies and management strategies have mostly viewed stress as “bad.” In contrast, stressors could turn into motivation in some situations, thus determining when and how stressors can be “good.” The results suggest that stress management strategies should be tailored to the specific conditions of hostile environments. In low-hostility environments, increasing workload and job responsibilities can enhance the motivation of expatriates, thereby promoting their resilience and adjustment. However, in highly hostile environments, these stressors can have adverse consequences, necessitating the implementation of suitable initiatives to reduce stress levels. Furthermore, it is significant to consider resilience when selecting and managing expatriate employees. Enhancing expatriate resilience can improve assignment success rates and address the workforce shortage in the international construction industry. By implementing these practical implications, organizations can better support expatriate employees in managing stressors and achieving successful outcomes in international construction projects. | |
