Foreword
Expatriate life in the past has been regarded as luxurious, exciting and dynamic. These perceptions, whether correct or not, have persuaded many people to work for multinational companies (MNC′s). On the one hand, an MNC′s recruitment strategy, however, do not occur in a vacuum and as a consequence changes in the international environment can have an important influence on their desire to employ expatriates. While, on the other hand, the proximity of the home culture and local culture definitely influence how the expatriate family adjust to their assignment abroad. This paper will discuss the advantages as well as the disadvantages of using expatriates for international assignments and it will explain the reasons for the most common failures. In addition, I will summarise the most useful lessons, which an international manager/expatriate has to know before going abroad (e.g. sending, entry, stay and re-entry). Finally, there will be a conclusion in which one can add his or her perception or ideas towards the individual case of assignment (whether it is long-termed or short-termed).
For a start, I will give the reader some definitions, which are important to know when dealing with the subject of foreign assignments. (à to get a short overview one can turn to the attachment-section)
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Table of Contents
Introduction
1. Foreword
2. Definitions (Culture, comparison between nations and stereotyping)
3. Culture Shock
4. The mindset and international assignments
Main Part I
A – From first ideas to the solution (Recruitment – foreign assignment)
1. Recruitment and Selection (processes in short overview)
2. Preparation phase - Conditions for a proper entry-phase
3. How to staff the host country facility
4. Host country language – Yes or no?
B – To have success or to fail?
1. Advantages
2. Disadvantages
3. Decision for expatriates
4. Drawbacks
5. Money-problems – The compensation dilemma
6. Failures in Expatriate Management (person-related reasons)
7. What are other reasons leading to failures in international management
8. Inability of Spouse to adjust
9. Comparison (Japan – USA)
10.The dual-career-couple
Main Part II
1.) Global Skills and questions of assignment
2.) The Re-entry Phase
a) Job-related factors
b) Social issues
3.) The foreign assignment cycle
Conclusion
1. Good Expatriates are a prerequisite for the future of Expatriation Management
2. Management summary and last words
Objectives and Core Topics
This work examines the critical role of human factors in international management, with a specific focus on the complex processes involved in managing expatriate assignments. It aims to identify the conditions for successful international placements while analyzing common causes of failure, such as cultural misalignment, inadequate preparation, and re-entry challenges.
- Strategic recruitment and selection criteria for international assignments.
- The influence of culture, cultural shock, and the importance of a global mindset.
- The financial and structural dilemma of compensation and expatriate staffing.
- Challenges in the re-entry phase and the management of reverse culture shock.
- Practical case studies and checklists for effective expatriate management.
Excerpt from the Book
3.) Culture Shock - The Cultural Environment
The term culture shock can be seen as a misinterpreted gap between understanding of a culture and all what surrounds it and the personal attitude towards the new challenges of being in a totally different social surrounding. The following figure gives a further clue:
The figure above shows that the more negative factors you feel the less probable it is to avoid the culture shock. Therefore culture shock includes all reactions within an individual to drastic change in his or her cultural environment. Just as a person may be psychologically disoriented by a way radically different from one’s own, so too an institution or system may experience organisational shock when subject to a rapid change in its culture. Similarly, mankind is undergoing future shock, as the traditional way of living and working is quickly altered in this post-industrial INFORMATION AGE. Both of the latter are manifestations of mass culture shock.
This is why most ‘future expatriates’ are eager to get as much as possible information before accepting an foreign assignment. For a proper preparation we decide between short-termed (business trips, between one month and one year), mid-termed (delegation and transfer, between two and five years) and long-termed (permanent, as an expatriate, usually longer than five years) foreign assignments.
Summary of Chapters
Introduction: Provides fundamental definitions regarding culture, cultural shock, and the necessity of a global mindset for international managers.
Main Part I: Discusses the full lifecycle of an international assignment, from recruitment and preparation to staffing strategies, successes, and the primary causes of failure, including the inability of spouses to adjust.
Main Part II: Focuses on the global skills required for managers and the critical challenges of the re-entry phase, including reverse culture shock and career progression.
Conclusion: Synthesizes the findings, emphasizing that professional preparation and a "good expatriate" are essential prerequisites for success in international business.
Keywords
Expatriate, International Human Resource Management, Culture Shock, Global Mindset, Recruitment, Repatriation, Reverse Culture Shock, Staffing, Foreign Assignment, Cultural Adaptability, Compensation, Dual-Career-Couple, Mentoring, International Mobility, Selection Criteria.
Frequently Asked Questions
What is the primary focus of this document?
The document focuses on the management of expatriates, exploring the complexities of international assignments, from pre-departure preparation to re-entry, and highlighting the vital role of the human factor in multinational success.
Which thematic fields are central to the analysis?
Key thematic fields include cross-cultural management, recruitment strategies, the psychological impacts of foreign assignments, compensation management, and the challenges associated with the transition back to the home country.
What is the main goal of the author?
The goal is to provide a comprehensive, practical overview for both management and potential expatriates, identifying how to avoid failures and ensure a successful international assignment experience.
Which research methodology is employed?
The author utilizes a literature-based analysis combined with practical insights, industry surveys, and self-developed case studies (specifically regarding Thailand and Japan) to ground theoretical concepts in real-world scenarios.
What does the main part of the work cover?
It covers the recruitment process, selection criteria, the "success vs. failure" dilemma, financial aspects of compensation, and specific hurdles such as the inability of spouses to adjust or the challenges faced by dual-career couples.
How would you characterize the work with keywords?
The work is characterized by terms like Expatriate Management, Cultural Adaptability, Global Mindset, Repatriation, and Strategic Human Resource Management.
How does the author illustrate the risks of misinterpreting Japanese business traditions?
The author uses a specific case study involving a negotiation with a Japanese firm where the failure to respect the authority of an elder and the inability to interpret cultural cues led to the termination of a joint venture.
Why is the "re-entry phase" considered a critical challenge for companies?
The author identifies re-entry as a traumatic experience that often results in "reverse culture shock," and argues that without proper support and career planning, companies risk losing valuable human capital and demotivating future expatriates.
- Quote paper
- Martin Kremer (Author), 2000, The Management of Expatriates, Munich, GRIN Verlag, https://www.grin.com/document/5033
