Cross-Cultural Adaptation Experiences of International Scholars in Shanghai by Jiexiu Chen & Junwen Zhu

Author:Jiexiu Chen & Junwen Zhu
Language: eng
Format: epub
ISBN: 9789811545467
Publisher: Springer Singapore

4.3.2.3 Social Support

The construction of social networks played a positive role in the international scholars’ career development and cross-cultural adaptation in China. International scholars with dual identities as “foreigner” and “scholar” were able to obtain social support mainly from these two groups. Due to language barriers and cultural differences, the social networks of the interviewees in China were dominantly constituted of foreigners. In addition to friends the interviewees had made in their daily social contacts, they mentioned different types of organizations specifically established for foreigners, including country fellow associations (#12, #16, #17), industry associations (#3), and so on. Almost all the interviewees mentioned their colleagues when they spoke of social support. As previously mentioned, one of the characteristics of the international scholars was that they were work-oriented; their social networks were based mainly on academic relationships. For some interviewees who engaged in science and technology, almost all of their social interaction in China was with colleagues and fellow researchers, with little social life outside of work, and their conversations were mainly focused on academic topics (#1, #16, #18). Those interviewees did not have a deep understanding of Chinese cultural rituals, but they did not mind this. Interviewees working in the fields of humanities and social science research usually actively expanded their social network to understand Chinese culture. Moreover, they tended to use their academic expertise to promote their understanding of Chinese culture in practice, which created a virtuous circle that made them more comfortable in their work and adaptation.

References

Dopson, S., & McNay, I. (1996). Organizational culture. In D. Warner & D. Palfreyman (Eds.), Higher education management: The key elements (pp. 16–32). Buckingham, U.K.: Open University Press.

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