RESEARCH NOTE Host-country national networks and expatriate effectiveness: A mixed-methods study Nealia S Bruning 1 , Karan Sonpar 2 and Xiaoyun Wang 1 1 Department of Business Administration, Asper School of Business, University of Manitoba, Winnipeg, Canada; 2 School of Business, University College Dublin, Dublin, Ireland Correspondence: Nealia S Bruning, Department of Business Administration, Asper School of Business, University of Manitoba, Winnipeg, Manitoba, Canada, R3T 5V4. Tel: þ 1 204 474 6566; Fax: þ 1 204 474 7545; Email: sue.bruning@ad.umanitoba.ca Received: 1 August 2009 Revised: 5 January 2012 Accepted: 6 January 2012 Abstract This paper integrates research on personality, dissonance and social networks to explore how expatriate interactions with host-country nationals (HCNs) are associated with expatriate effectiveness. A mixed-methods study with expatriates working in China reveals that extraversion is positively related to overall performance. A paradox is also noted: whereas higher network ties with HCN colleagues are positively associated with performance, they are negatively associated with adjustment. Interviews extend the survey results, and highlight how the unclear boundaries between work and home impact on HCN network relationships. Journal of International Business Studies (2012) 43, 444–450. doi:10.1057/jibs.2012.5 Keywords: expatriation/repatriation; networks; multiple regression analysis; qualitative/ quantitative comparisons INTRODUCTION The rise of the Chinese economy has presented Western companies with great opportunities and challenges. As a host country, China receives high numbers of expatriates annually, second only to the United States. Yet China is ranked number one as the country presenting the greatest number of difficulties for expatriates, and has the highest rate of assignment failure (Brookfield Global Relocation Services, 2011). Given China’s importance, and the challenges associated with expatriation in China, it is essential to understand predictors of expatriate effectiveness. There are two core dimensions of expatriate effectiveness: expatriate adjustment and performance (Black, 1988; Shaffer, Harrison, Gregersen, Black, & Ferzandi, 2006). Poor adjustment to a host country results in lower job engagement, and poor performance reduces the organization’s effectiveness in the host country (Harrison, Shaffer, & Bhaskar-Shrinivas, 2004; Liu & Shaffer, 2005). An emerging trend in the literature is the recent focus on the role played by expatriates social networks in their adjustment and performance. Despite making impressive advances, the social network perspective is characterized by contradictory findings (see reviews by Bhaskar-Shrinivas, Harrison, Shaffer, & Luk, 2005; Harrison et al., 2004; Osman-Gani & Rockstuhl, 2008). Addition- ally, studies have “neglected the HCNs (host-country nationals) role in the success of expatriate assignees” (Toh & Denisi, 2007: 281). Takeuchi, Wang, Marinova and Yao (2009) further argue Journal of International Business Studies (2012) 43, 444–450 & 2012 Academy of International Business All rights reserved 0047-2506 www.jibs.net