ACADEMIC PAPER Do identity and status matter? A social identity theory perspective on the adaptability of low‐status expatriates Kenneth Khavwandiza Sunguh 1 | Asad Abbas 2 | Alabi Charles Olabode 1 | Zhang Xuehe 1 1 School of Public Affairs, University of Science and Technology of China, Hefei, China 2 School of Economics and Management, Tongji University, Shanghai, China Correspondence Zhang Xuehe, School of Public Affairs, University of Science and Technology of China, No. 96 JinZhai Road, Hefei, 230026, Anhui province, People's Republic of China. Email: zhangxhe@ustc.edu.cn The study aims to investigate the effect of identify and status in the field of global mobility and expatriate management. It conceptualizes perceived prejudice towards low‐status expatriates (LSE) though the social identity theory (SIT) lens and examines the effect it has on two state self‐esteem domains, that is, performance self‐esteem and social self‐esteem. The study also highlights that the moderation roles education level and age of expatriates play towards their adaptability. In doing so, it seeks to expand the expatriate management domain by investigating the negative side associated with expatriation. Hierarchical regression analysis was used to analyze responses from 373 LSE working in China. The results provide evidence indicating the significance attached to status and identity, thus indicating that perceived prejudice significantly affects expatriate's self‐esteem negatively and that age and education level mitigate these effects by moderating the relationship. Age and education level attained by the expatriates are found to be significant moderators in this relationship. The study therefore proposes the use of SIT as a powerful theoretical lens for understanding LSE. 1 | INTRODUCTION The main notable difference that determines the success between locals and expatriates in expatriate management is the ability to adapt to the working environment, overcoming negativity linked to stereotyping and the support received from the host nationals as in the case of expatriates (Molero, Recio, García‐Ael, Fuster, & Sanjuán, 2013; Wang & Varma, 2018). These factors have been found to have a significant influence in the expatriate management area, and when disregarded, they tend to lead to major shortcomings in global mobility. As established in previous studies, the factors may reduce job morale, lower job commitment, increase the intentions to quit, and sometimes might lead to psychological challenges among the expatriates (Bednarova, Chovancova, Pacana, & Ulewicz, 2018), there- fore leading to immature repatriation that is found to be detrimental to firm growth in terms of both cost and time management. However, in recent times, firms have attempted to reduce the risks of immature repatriation by selecting and recruiting expatriates deemed to possess the right personal traits and providing them special training that is hoped to assist them in adapting in the new environment (McNulty & Brewster, 2018). Training in respective areas such as the lifestyle and cultural differences to be expected, the type of food, preadjustment, and preparation to the expected weather conditions are among the aspects addressed before they embark on their assign- ments. This is done so as to assist the expatriates to adapt and have a comfortable life that would facilitate continued productivity, thus leading to the expatriation success. By providing training and lessons on the cultural aspects present in the respective countries, the expatri- ates are expected to use the knowledge to assist them in establishing and developing trustworthy relationships with the host nationals, an essential element that been established to be highly significant for the adaptability and success of any expatriate (Heizmann, Fee, & Gray, 2018). Although most of the expatriates' assignments have been successful through the adherence to the above procedures, it has been found that the aspect of stereotyping and categorization of the expatriates by the host nationals into different social groups, for instance, high‐status expatriates and low‐status expatriates (LSE), has had detrimental effect on their adaptability and success yet the area has received little focus in the expatriate management (Bonache, Langinier, & Zárraga‐Oberty, 2016). Received: 16 February 2019 Accepted: 23 February 2019 DOI: 10.1002/pa.1938 J Public Affairs. 2019;e1938. https://doi.org/10.1002/pa.1938 © 2019 John Wiley & Sons, Ltd. wileyonlinelibrary.com/journal/pa 1 of 10