1. Introduction
The process of globalisation of business stimulates the mobility of employees and necessitates the Human Resource Management of multinational corporations (MNC) to deal with given cultural conditions of particular countries in order to assess and evaluate their characteristics and value systems. On this basis, a common value orientated corporate culture might be developed which gives an MNC orientation and hence the basis for business success (IBM, 2011).
In principle, political and economic characteristics across the globe are structured in terms of the Anglo-American and Rhineland capitalism (Michel Albert, 1991). Cultural differences can be measured on a global, regional, national and organisational level (Edwards and Ress, 2006) and can be distinguished in “Linear-Active-Multi-Active” societies such as e.g. Latin America that is flexible in terms of management rules and “Dialogue-Orientated-Data-Orientated societies” such as e.g. Germany that is more linear orientated focusing on e.g. punctuality (Lewis, 1999). Mostly, the cause for failure in cross-cultural businesses is not the dissimilarity of partners but the lacking understanding for the adverse culture (Trompenaars and Hampden-Turner, 1997). The greater the cultural distance however, the more there is a need for parent country national control. Therefore, relevant actions of the International Human Resource Management (IHRM) include having the awareness and knowledge of the diverse cultural differences, supporting assignees in this sense and analysing the difficulties of intercultural interaction within the corporation in order to minimize barriers to collaboration (Holtbrügge, 2008).
The subsequent study will critically look into the subject of the IHRM with focus on expatriate adjustment. Beginning with an explanation of the basics and major reasons of expatriate adjustment, the study analyses the cultural dimensions that might influence this challenge. Subsequently the study discusses the actions of the IHRM concerning deployment and suggests measures how expatriate adjustment in MNCs might be facilitated.
Table of Contents
1. Introduction
2. Major reasons of expatriate adjustment
3. Cultural adjustment
3.1 Hofstede’s five dimensions
3.2 Implications to facilitate expatriate adjustment in the work place
4. Conclusion
Objectives & Core Themes
This study aims to examine the role of International Human Resource Management (IHRM) in facilitating the adjustment process of expatriates within multinational corporations, focusing on how cultural differences influence management practices and assignment success.
- The impact of global business trends on employee mobility
- Application of Hofstede’s cultural dimensions in management
- IHRM strategies for selection, training, and cross-cultural support
- The influence of corporate culture on expatriate integration
- Mitigating cultural barriers to improve international collaboration
Excerpt from the Book
1. Introduction
The process of globalisation of business stimulates the mobility of employees and necessitates the Human Resource Management of multinational corporations (MNC) to deal with given cultural conditions of particular countries in order to assess and evaluate their characteristics and value systems. On this basis, a common value orientated corporate culture might be developed which gives an MNC orientation and hence the basis for business success (IBM, 2011).
In principle, political and economic characteristics across the globe are structured in terms of the Anglo-American and Rhineland capitalism (Michel Albert, 1991). Cultural differences can be measured on a global, regional, national and organisational level (Edwards and Ress, 2006) and can be distinguished in “Linear-Active-Multi-Active” societies such as e.g. Latin America that is flexible in terms of management rules and “Dialogue-Orientated-Data-Orientated societies” such as e.g. Germany that is more linear orientated focusing on e.g. punctuality (Lewis, 1999). Mostly, the cause for failure in cross-cultural businesses is not the dissimilarity of partners but the lacking understanding for the adverse culture (Trompenaars and Hampden-Turner, 1997).
The greater the cultural distance however, the more there is a need for parent country national control. Therefore, relevant actions of the International Human Resource Management (IHRM) include having the awareness and knowledge of the diverse cultural differences, supporting assignees in this sense and analysing the difficulties of intercultural interaction within the corporation in order to minimize barriers to collaboration (Holtbrügge, 2008).
Summary of Chapters
1. Introduction: This chapter introduces the challenges of global business and the necessity for IHRM to navigate diverse cultural conditions for corporate success.
2. Major reasons of expatriate adjustment: This section explains why multinational corporations delegate managers abroad, highlighting the need for control, skill transfer, and the development of global management teams.
3. Cultural adjustment: This chapter analyzes how Hofstede's five dimensions influence management styles and provides strategies for IHRM to support employees during their adjustment phase.
4. Conclusion: The final chapter summarizes the increasing importance of intercultural management and highlights how cultural diversity can be leveraged as an organizational benefit.
Keywords
International Human Resource Management, Expatriate Adjustment, Multinational Corporations, Hofstede’s Cultural Dimensions, Globalisation, Corporate Culture, Intercultural Interaction, Cross-Cultural Sensitivity, Employee Mobility, Assignment Success, Performance Management, Culture Shock, Parent Country Nationals, Talent Management, Global Business Strategy.
Frequently Asked Questions
What is the primary focus of this paper?
The paper examines the critical actions that multinational corporations must take to facilitate the successful adjustment of expatriate employees within different cultural environments.
What are the central themes discussed?
The central themes include the impact of globalization on workforce mobility, the influence of cultural differences on management styles, and the strategic role of IHRM in cross-cultural support.
What is the main research objective?
The objective is to explore how IHRM can effectively manage expatriate deployment by understanding cultural dimensions and implementing supportive measures to minimize collaboration barriers.
Which scientific methodology is applied?
The study utilizes a theoretical and analytical approach, drawing on established cultural models (such as Hofstede) and existing literature to derive implications for international human resource practices.
What topics are covered in the main section?
The main section covers the motives for expatriate assignments, an analysis of cultural dimensions affecting management, and practical implications for facilitating adjustment in the workplace.
Which keywords best characterize this work?
The work is characterized by terms such as International Human Resource Management, Expatriate Adjustment, Cultural Dimensions, and Intercultural Interaction.
How does "Power Distance" influence expatriate management according to the text?
The text explains that managers from countries with low power distance may struggle to lead in collectivist cultures with high power distance, where employees expect clear instructions and top-down briefings.
What is the "culture shock" cycle described in the appendices?
The appendices visualize the cultural adjustment process, dividing it into four stages: the "Tourist phase," "Crisis phase," "Pulling up phase," and the final "Adjustment phase."
How do companies support the families of expatriates?
The study notes that many global corporations provide family support systems, assisting spouses and children with services such as searching for accommodation and schools to improve overall expatriate success.
Why is the "comparative" activity of IHRM important?
Comparative activity is crucial because it involves gaining specific knowledge about the host country’s economic, social, and political environment, which is essential for effective HR practices.
- Arbeit zitieren
- Corinna Jung (Autor:in), 2011, The critical HR actions multinational corporations should take to facilitate expatriate adjustment, München, GRIN Verlag, https://www.grin.com/document/183153
