Increasing globalisation of business has led to a constant rise in the use of expatriate managers who are sent abroad for temporary assignments. Much of expatriates’ cross-cultural contact has, however, not been successful. In the majority of cases the high incidence of expatriates’ inability to adapt to foreign cultures originates from the neglect of crosscultural preparation which academics advocate as a means of facilitating this adaptation. A review of expatriates’ success rates and of cross-cultural training (CCT) literature is presented. A comparison between theoretic view and practical approach of two German-based multinational companies (MNCs) is drawn. It is determined that, given that cross-cultural training is regarded as very effective throughout extant literature, the MNCs in the case under consideration could improve their expatriates’ cross-cultural preparation.
Table of Contents
1 INTRODUCTION
1.1 Chapter Introduction
1.2 The role of expatriates in multinational companies
1.3 Overview of the project
1.4 Project objectives:
1.5 Guide through this dissertation
1.5.1 Literature Review
1.5.2 Methodology
1.5.3 Findings and Results
1.5.4 Analysis and Discussion
1.5.5 Conclusion
2 LITERATURE REVIEW
2.1 Chapter Introduction
2.2 Reasons for expatriate assignments
2.3 Provided training and failure rates
2.4 Is there a rationale behind the neglect of expatriates’ training?
2.5 What kind of training is required or desirable to prepare an expatriate assignment sufficiently?
2.5.1 The scope of cross-cultural training
2.5.2 Training models and techniques – a categorisation
2.5.3 Training methods for CCT and their rigour
2.5.4 CCT methods at a glance
2.5.5 Cultural awareness and sensitivity training
2.5.6 But how should MNCs choose CCT-methods appropriate for their expatriates?
2.5.7 How much time should be spent on CCT?
2.5.8 Language Training
2.5.9 The use of repatriates as a means of CCT
2.5.10 Limitations of pre-departure CCT
2.5.11 Chapter conclusion and hypothesis
3 METHODOLOGY
3.1 Chapter introduction
3.2 Research strategy and aim
3.3 Procedure
3.4 Limitations
3.4.1 Data quality issues
3.5 Ethical issues in research involving human participants
4 FINDINGS AND RESULTS
4.1 Chapter introduction
4.2 BMW Group
4.2.1 What are the reasons for international assignments in the BMW Group?
4.2.2 What kind of pre-departure training do BMW’s expatriates receive?
4.2.3 Content of BMW’s CCT
4.2.4 Foreign language training
4.2.5 Is the BMW Group successful with its expatriate training?
4.2.6 Do BMW’s expatriates need more CCT?
4.3 Daimler Chrysler
4.3.1 Foreign language and cross-cultural training
5 ANALYSIS AND DISCUSSION
5.1 Chapter introduction
5.2 What is the MNC’s definition of an expatriate?
5.3 What are the MNC’s reasons for expatriate assignments?
5.4 How are CCT methods chosen and what kind of analysis is involved?
5.5 What kind of pre-departure training is provided?
5.6 What is the content of CCT provided?
5.7 Language Training
5.8 The use of repatriates as a method of CCT
5.9 How successful are the MNC’s overseas assignment and do expatriates need more training?
5.10 Spouse and family issues
5.11 Conclusion
6 CONCLUSION
6.1 Chapter introduction
6.2 Review of the objectives
6.3 Possible areas of future research
6.4 Concluding statement
Research Objectives and Focus
This dissertation investigates the application of cross-cultural training (CCT) within two German-based multinational companies (MNCs) to determine if their practices align with established academic theory aimed at improving expatriate success and minimizing failure rates.
- Identification of academic theories regarding expatriate management and CCT.
- Evaluation of the gap between theoretical recommendations and corporate reality.
- Investigation of CCT methods applied by BMW Group and DaimlerChrysler.
- Analysis of the impact of pre-departure training on expatriate adjustment.
- Comparison of the MNCs' approaches with findings in existing literature.
Excerpts from the Book
2.5.4 CCT methods at a glance
Role plays: Trainees imagine themselves in situations presented by the trainer and act out simulated roles (Baumgarten, 1995).
Case studies: This method stresses situation or problem analysis. The trainee is asked to determine possible courses of action for the solution of the problem presented in the case. The individual outcome is discussed in a group (Baumgarten, 1995).
Instructional games: An essential characteristic of instructional games is the simplified representation of real-life situations in which the participants need to apply their business, interpersonal and communication skills (Baumgarten, 1995).
Cultural assimilator: According to Morris and Robie (2001) the cultural assimilator technique has been the focus of considerable research. They name the following: Becker, 1982; Bhawuk, 1998; Brislin, 1986; Cushner, 1989; Harrison, 1992; Landis, Day, McGrew, Thomas and Miller, 1976; Symonds, O’Brien, Vidmar and Hornik, 1967; Tolbert and McLean, 1995; Weldon, Carlston, Rissman, Slobodin and Triandis, 1975; Worchel and Mitchell, 1972 and Yarbro and Lynette, 1988. “The approach of the culture assimilator is to provide scenarios of cross-cultural situations requiring a decision by the expatriate, then offer four decision alternatives. The trainee selects an option and defends his/her choice. If the choice is incorrect, the trainee is told why that choice is an inappropriate response and asked to select again. The reasons behind the choice are more important than the option selected as they indicate the schemata used by the trainee to make inferences about culture-appropriate behaviour. The goal of the cultural assimilator is to provide the trainee with experience making decisions in realistic social situations, much like a role-play, while imparting knowledge about the behavioural norms specific to that culture” (cited from Morris and Robie, 2001).
Lectures: Lectures are an oral, one-way transmission of information (Baumgarten, 1995).
Summary of Chapters
1 INTRODUCTION: This chapter outlines the importance of expatriates in global business, the research purpose, and the project objectives.
2 LITERATURE REVIEW: This chapter provides an overview of existing research on expatriate management, training models, and factors influencing international assignment success.
3 METHODOLOGY: This chapter details the qualitative, deductive research approach using semi-structured interviews with HRM managers from two German MNCs.
4 FINDINGS AND RESULTS: This chapter presents the primary data collected from BMW Group and DaimlerChrysler regarding their specific approaches to pre-departure training.
5 ANALYSIS AND DISCUSSION: This chapter evaluates the gathered data against academic theory and compares the practices of the two selected MNCs.
6 CONCLUSION: This chapter reviews the project objectives, summarizes key findings, and suggests directions for future research.
Keywords
HUMAN-RESOURCE-MANAGEMENT, EXPATRIATE-MANAGEMENT, PRE-DEPARTURE-TRAINING, FAILURE, GERMAN-MNCs, BMW, DAIMLER-CHRYSLER, CROSS-CULTURAL-TRAINING, GLOBALISATION, ADAPTATION, CORPORATE-TRAINING, EXPATRIATE-SUCCESS, INTERCULTURAL-LEARNING.
Frequently Asked Questions
What is the primary focus of this research?
This work examines how multinational companies (MNCs) prepare their employees for international assignments through pre-departure training, specifically investigating the alignment between corporate practice and academic research.
What are the core themes addressed in this study?
The core themes include cross-cultural training (CCT) effectiveness, the reasons for expatriate failure, the use of academic models in HR management, and the specific training approaches of German MNCs.
What is the ultimate objective of this project?
The objective is to identify whether German-based MNCs actually apply theoretical knowledge regarding expatriate preparation and to evaluate if their current practices successfully mitigate the risk of assignment failure.
Which scientific methodology is employed?
The research utilizes a qualitative and deductive methodology, involving semi-structured telephone interviews with HRM managers from two major German automotive firms.
What content is covered in the main body?
The main body contrasts academic literature on high-rigor training models with the practical, often budget-constrained, approaches used by BMW and DaimlerChrysler.
Which keywords define this dissertation?
Key terms include human resource management, expatriate management, cross-cultural training, failure, German MNCs, BMW, and Daimler-Chrysler.
How does BMW approach expatriate assignments?
BMW distinguishes between short-term business trips and long-term assignments, often limiting in-depth cultural training while focusing on demand-oriented knowledge transfer and expectation management.
How does DaimlerChrysler's approach differ from BMW's?
DaimlerChrysler exhibits a more structured approach by mandating intercultural training for all assignees and providing interactive intranet tools and family-focused guidebooks to support preparation.
- Quote paper
- Bachelor (Hons.) in International Business Management Dennis Barbian (Author), 2006, Expatriates predeparture training: An investigation into the approach of two German-based MNCs, Munich, GRIN Verlag, https://www.grin.com/document/63034
