Introduction
In the globalized world the competition gets aggravated and multinational companies (MNCs) seek out for new practices to stay competitive. One solution is cognitive and cultural diversity, implemented by multicultural management teams. Nevertheless a prerequisite is that international human resource management (IHRM) and the strategic goals of the organization will be linked (Harvey, Speier, Novicevic 1999b). This is necessary for the development of a distinctive competency, which constitutes a competitive advantage through diversity. Diversity prevents groupthink and facilitates a repertoire of different strategic choices, which is crucial to stay competitive.
To approach this goal, MNCs avail themselves of international assignments, meaning to require an employee (manager) to work abroad for a specific purpose. The different purposes of international assignments will be examined in chapter 2.3.
There are two typical forms of international assignments: expatriation and inpatriation.
This paper examines the inpatriation process, concerning:
- the different assignee types
- the differentiation between inpatriation and expatriation
- the purpose of international assignments, especially inpatriation
- the advantages of inpatriation compared to expatriation and vice versa
- motives, expectations and challenges of inpatriation from different points of view
- preparation by the inpatriate
- cultural challenges (culture shock) and coping tips
- preparation, assistance/support and training for the inpatriate and factors which have
to be considered
This paper will conclude what factors make the inpatriation successful, and what can lead to failure.
[...]
Table of Contents
- Introduction
- Proceeding and Methodology
- Differentiation between inpatriation and expatriation
- Three types of assignees
- Special differences
- Purposes and reasons of inpatriation and expatriation
- Advantages of inpatriates and expatriates
- The inpatriation process (inpatriate)
- Determinants in knowledge sharing
- Motives, expectations and concerns of the inpatriate and his family
- Employee viewpoint
- Spouse viewpoint
- Preparation by the inpatriate
- Cultural challenge
- Culture shock coping tips
- Inpatriation process (company)
- IHRM department
- Preparation of the inpatriation
- Need assessment
- Anticipation of problems
- Correction of expectations
- Assistance/Support for the inpatriate
- Inpatriate training
- Success and failure of inpatriation
Objectives and Key Themes
This paper aims to analyze the inpatriation process within multinational corporations (MNCs), comparing and contrasting it with expatriation. It seeks to identify key factors contributing to the success or failure of inpatriation, considering the perspectives of both the inpatriate and the company. * Differentiation between inpatriation and expatriation * The inpatriation process from the inpatriate's perspective * The inpatriation process from the company's perspective * Factors contributing to successful inpatriation * Challenges and obstacles in the inpatriation processChapter Summaries
Introduction: This chapter introduces the concept of inpatriation within the context of globalized competition and the increasing need for multicultural management teams in MNCs. It establishes the paper's objectives, focusing on the differentiation between inpatriation and expatriation, the process involved, and the factors determining success or failure. The methodology, including the challenges of finding relevant research on inpatriation, is also briefly outlined. Differentiation between inpatriation and expatriation: This section differentiates between inpatriation and expatriation, highlighting similarities and differences. It introduces the three types of assignees: Parent Country Nationals (PCNs), Host Country Nationals (HCNs), and Third Country Nationals (TCNs – although not explicitly discussed in the provided text, it's a relevant category in international assignments). The chapter analyzes the roles of inpatriates and expatriates within MNC structures, emphasizing the unique challenges and advantages associated with each assignment type. Key differences in the purposes, motivations, and expected outcomes are also explored, laying the groundwork for a deeper understanding of the specific challenges of inpatriation. The inpatriation process (inpatriate): This chapter delves into the inpatriation experience from the inpatriate's viewpoint. It examines the determinants of knowledge sharing, the motives, expectations, and concerns of both the inpatriate and their family. The chapter also addresses the inpatriate's preparation for the assignment, including navigating the cultural challenges and coping with potential culture shock. This section underscores the personal and emotional aspects of the inpatriation process, emphasizing the importance of individual preparation and support systems. Inpatriation process (company): This section shifts the focus to the company's role in managing the inpatriation process. It explores the involvement of the International Human Resource Management (IHRM) department, the preparation phase (including need assessment, problem anticipation, and expectation management), the provision of assistance and support, and the implementation of inpatriate training programs. The chapter highlights the importance of proactive planning and comprehensive support systems in facilitating a successful inpatriation.Keywords
Inpatriation, expatriation, international assignments, multinational corporations (MNCs), international human resource management (IHRM), knowledge sharing, cultural challenges, culture shock, success factors, failure factors, assignee types, global competition.
Frequently Asked Questions: A Comprehensive Language Preview on Inpatriation
What is the main topic of this document?
This document provides a comprehensive overview of the inpatriation process within multinational corporations (MNCs). It compares and contrasts inpatriation with expatriation, analyzes the process from both the inpatriate's and company's perspectives, and identifies key success and failure factors.
What is inpatriation?
Inpatriation refers to the transfer of an employee from a foreign subsidiary or branch back to the parent company's home country. It's the reverse of expatriation.
How does this document differentiate between inpatriation and expatriation?
The document highlights the similarities and differences between inpatriation and expatriation, including the purposes, motivations, and expected outcomes. It also introduces three types of assignees (PCNs, HCNs, and TCNs) relevant to both processes.
What are the key stages of the inpatriation process from the inpatriate's perspective?
From the inpatriate's perspective, the process involves: understanding the determinants of knowledge sharing; managing personal motives, expectations, and concerns; preparing for the assignment; and navigating cultural challenges and potential culture shock. The document also considers the spouse's viewpoint.
What is the company's role in the inpatriation process?
The company plays a crucial role, primarily through the IHRM department. This includes pre-inpatriation preparation (need assessment, problem anticipation, expectation management), providing ongoing assistance and support, and implementing inpatriate training programs.
What factors contribute to successful inpatriation?
Successful inpatriation depends on various factors, including proactive company planning, comprehensive support systems, the inpatriate's preparation and adaptability, and effective management of cultural challenges and expectations.
What challenges and obstacles are associated with inpatriation?
Challenges include culture shock for the inpatriate and their family, difficulties in knowledge transfer, and the need for effective communication and support from both the inpatriate and the company.
What is the methodology used in this document?
The document briefly outlines its methodology, acknowledging the challenges of finding relevant research on inpatriation. It focuses on a comparative analysis of inpatriation and expatriation, considering both individual and organizational perspectives.
What are the key takeaways from the chapter summaries?
The chapter summaries provide a concise overview of each section, highlighting the key concepts discussed. They emphasize the importance of understanding both the individual and organizational aspects of inpatriation for successful outcomes.
What keywords are associated with this document?
Key words include: Inpatriation, expatriation, international assignments, multinational corporations (MNCs), international human resource management (IHRM), knowledge sharing, cultural challenges, culture shock, success factors, failure factors, assignee types, and global competition.
- Quote paper
- Marleen Stein (Author), Barbara D. (Author), 2011, Differentiation between inpatriation and expatriation: Factors of success and failure of inpatriation, Munich, GRIN Verlag, https://www.grin.com/document/172813
