The internationalisation of the economy is evident in many areas. The exchange of goods services and technologies, as well as the foreign direct investments (FDIs) of multinational companies (MNCs), increased rapidly over the past decades. The increased FDI volume led to an increasing number of expatriates that are sent from MNCs to observe and support the successful implementation of the investment. Expatriates are getting in contact with a new and unknown culture, which might cause problems in cross-cultural interaction.
Many different studies show that a significant share of foreign assignments fails. In the studies, the share varies between 16-40 % of expatriates that fail to execute their business tasks and/or are not able to adapt to the new culture and environment. This can cause tremendous costs and loss of image for the MNC.
The objective of this scientific paper is to define success and failure in cross-cultural adaption as an expatriate. It should become clear which characteristics and skills are particularly important in the selection process. Different measures should be presented that increase the chance of success for effective implementation of the business task, as well as intercultural integration.
The scientific paper contains four chapters. At the beginning of chapter two, the key terms culture and expatriate are defined before their relation gets explained. Afterwards, possible problems and conflicts during the cross-cultural adaption in the new living and working environment are stated.
In the new culture, many expatriates experience a culture shock. The w-curve model shows the emergence and recovery of a culture shock in the new country and after returning home. Then important skills and criteria for selecting are explained to find the most suitable expatriate. The second chapter ends with pre-departure measures that can enable a faster and better cultural-adaption process for the expatriate.
The third chapter contains a case study based on a German expatriate in China. The cultural standards of the two countries are compared to discover cultural differences. Various measures are given to show how the execution of the business task and the cross-cultural adaption can be successful.
In the last chapter, the key findings of this paper are summarised. The paper ends with a conclusion and an outlook, where further significant research needs are addressed.
Table of Contents
1 The expatriate – a risk factor in intercultural cooperation
2 Expatriates and cross-cultural adaption
2.1 Definition and composition of culture
2.2 Expatriates and the necessity of cross-cultural adaption
2.3 Possible conflicts and culture shocks of expatriates
2.4 Selection process and characteristics of expatriates
2.5 Preparation of the expatriate for the assignment abroad
3 Case study: German expatriate in China
3.1 Development and attractiveness of the Chinese market for MNC
3.2 German culture standards
3.3 Chinese culture standards
3.4 Possible cultural conflicts for German expatriates in China
3.5 Measures for success in the cross-cultural adaptation as German expatriate in China
4 Summary, conclusion, and outlook
Objectives & Core Themes
The primary goal of this paper is to define the conditions for success in cross-cultural adaptation and to identify practical methods to mitigate the risks associated with international assignments, specifically focusing on the challenges faced by German expatriates in the Chinese market.
- Theoretical definition of culture and its influence on expatriate performance.
- Analysis of the W-curve model regarding culture shock and reintegration.
- Evaluation of essential selection criteria and pre-departure preparation measures.
- Comparative analysis of German and Chinese cultural standards.
- Practical strategies for managing cross-cultural conflicts in a corporate environment.
Excerpt from the Book
3.4 Possible cultural conflicts for German expatriates in China
Based on the cultural standards of Germany and China, some cultural differences and potential conflicts are described below.
In Chinese culture, social status is defined by the group and not by the individual as in German culture. Misconduct by the partner or children has a direct negative impact on the expatriate's status.
The collectivistic attitude can also become a problem in the workplace. In Chinese culture, only the own department is part of the ingroup. This makes it much more difficult to introduce cross-divisional processes and topics compared to German companies. Each department sees itself as a self-contained unit and is often only looking for its advantage, which makes cross-departmental collaboration very difficult.
From my own experience as the responsible supply planner for the Chinese group company, I can confirm that cross-divisional cooperation is hardly or not at all existent between departments in Chinese companies. During the introduction of a forecasting process in China, in which a holistic approach along the supply chain was pursued, one could feel the strong demarcation between MRP, production, and sales area.
Each department focused only on its problems. There was almost no communication between them. As the person in charge, you get caught between the fronts so quickly because you can´t please everyone and it is difficult to find compromises.
Summary of Chapters
1 The expatriate – a risk factor in intercultural cooperation: This introductory chapter outlines the significance of expatriates for multinational companies and highlights the high failure rates of foreign assignments due to adaptation difficulties.
2 Expatriates and cross-cultural adaption: This chapter defines core terms like culture and expatriate, discusses the necessity of adaptation, and introduces the W-curve model to explain the stages of culture shock.
3 Case study: German expatriate in China: This chapter analyzes the Chinese market, compares German and Chinese cultural standards, and derives strategies for successful professional and social integration.
4 Summary, conclusion, and outlook: This final chapter synthesizes the paper's findings and suggests that future research should focus on virtual cooperation and the specific challenges faced by female expatriates.
Keywords
expatriates, cross-cultural adaption, culture standards, intercultural competence, intercultural, culture shock, reintegration process, intercultural training, German expatriate in China, multinational companies, business task, international management, work-life balance, collectivism, individualism
Frequently Asked Questions
What is the core focus of this scientific paper?
The paper examines the success factors for expatriates during international assignments, specifically analyzing how they can effectively adapt to new cultural environments to perform their business tasks successfully.
What are the primary themes discussed?
Key themes include cultural definitions, the W-curve model of adjustment, selection processes for expatriates, intercultural training, and a practical case study comparing German and Chinese business cultures.
What is the ultimate goal of the research?
The objective is to define what constitutes success in cross-cultural adaptation and to provide actionable methods for companies and expatriates to reduce the high failure rate of foreign assignments.
Which scientific methodology is employed?
The paper utilizes a theoretical literature review combined with a specific case study approach to analyze the differences between German and Chinese work environments.
What topics are covered in the main section?
The main section details the definition of culture, the psychological phases of culture shock, the importance of social and intercultural skills in the selection process, and practical measures for pre-departure preparation.
How would you characterize this paper with keywords?
The paper is characterized by terms such as cross-cultural adaptation, culture shock, expatriate management, intercultural training, and specific comparative standards between German and Chinese business practices.
How does the "W-curve model" explain the expatriate experience?
The W-curve model maps the emotional satisfaction of an individual through various stages, including the honeymoon phase, culture shock, recovery, adjustment, re-entry shock, and final reintegration at home.
Why is cross-divisional cooperation difficult in Chinese firms according to the author?
The author notes that Chinese corporate culture is highly collectivistic within specific departments (ingroups), which often leads to "island thinking" and resistance to holistic, cross-departmental business processes.
- Arbeit zitieren
- Anonym (Autor:in), 2020, Expatriates. Success in cross-cultural adaption, München, GRIN Verlag, https://www.grin.com/document/1010331
