“Diversity among employees in terms of cultural background leads to a richer, more sophisticated and more effective corporate environment.”
World has changed completely and is still on a way of continuous transformation. Globalisation and international business are keywords nowadays. Introduction of Intercultural Management and International Human Resource Management has become inevitable the last few years. Companies have to think and act in an international way. In order to be successful it is necessary to enter new markets and to make international contacts. With intercultural well trained leaders a company gets competitive advantage: global leaders know the customs, culture, and etiquette of a foreign country and understand the nuances of business practices in those areas.
Expatriation of executives or managers has become an important part of business life. But this mobility represents a real challenge for multinational organisations. In most cases the implementation and performance of Intercultural Management and International Human Resource Management cannot be made without difficulties. Expatriation failures, deterioration of performance, social or personal problems are just some examples of intercultural difficulties . One tool to solve or avoid such problems is Intercultural Training which consists of two parts: preparation for expatriates who are going to leave the home country and training for repatriates who come back to the home country after a foreign assignment.
The following seminar paper focuses on the repatriation. This part of Intercultural Training is often badly treated and lots of companies do not pay attention to it. If they do, their programmes are often incomplete although satisfying reintegration is a key factor for success or failure of the foreign assignment . In a first theoretical part general facts about repatriation, its necessity and meaning will be pointed out.
It follows a practical part that should underline the company’s behaviour towards repatriation. Therefore a questionnaire was made which can be found in the appendix. Unfortunately only few companies responded so that this survey is not representative. Nevertheless it gives an interesting insight into company’s practices of Intercultural Training. Together with the theoretical facts it allows to draw a general conclusion about repatriation programmes.
Table of Contents
1 Preface
2 Theoretical Part
2.1 Basic concepts and theoretical approach
2.2 Necessity of repatriate training
2.3 Repatriation Difficulties
2.3.1 Causes of problems
2.3.2 Professional difficulties
2.3.3 Social and personal problems
2.4 Possible Responses to difficulties
2.5 How to benefit from repatriate and their experiences
3 Practical Part
3.1 Evaluation of the questionnaire
3.2 Question 1: Does your company offer Intercultural Training for repatriates?
3.3 Question 2: Are you going to implement such a programme?
3.4 Question 3: How do you value a repatriation programme?
3.5 Question 4: Which of the following items do you offer to a repatriate in order to support his/ her re-entry and how do you evaluate them? (from 1 =completely to 5 =rarely, n.a.=no answer)
3.6 Question 5: Which tasks and costs does your company cover? (n.a. = no answer)(See Appendix 2 for the diagrams)
3.7 Question 6: How long does the preparation phase for the re-entry take?
3.8 Question 7: Which role does the repatriate play in your company after his/ her return and how is it valued? (from 1 = very important to 5 = not important, n.a. = no answer)
3.9 Question 8: What benefits does your company get out of the experience of the repatriate?(See appendix 4)
3.10 Question 9: Which problems occurred for the repatriate? (from 1 =very often to 5=rarely, n.a. = no answer) (See appendix 5 for the diagrams)
3.11 Question 10: Please give us some personal remarks concerning your experience with repatriates.
3.12 Question 11: If one of your repatriates had time to answer some questions we would be pleased to make a short interview with him. Therefore we would appreciate it if you give us his/ her contact details.
4 Conclusion
Objectives and Research Themes
This research paper examines the critical importance of repatriation programs within the framework of Intercultural Management and International Human Resource Management. The primary objective is to investigate how multinational companies handle the return of expatriates and to identify whether structured support processes exist to prevent reintegration failure, thereby maximizing the organizational benefits derived from international assignments.
- Theoretical analysis of repatriation challenges and the reverse culture shock.
- Necessity of professional repatriation training and support for returnees.
- Empirical analysis of company practices regarding repatriation programs.
- Investigation of the roles repatriates play and the benefits they bring to organizations.
- Identification of gaps in current corporate support for repatriating employees.
Excerpt from the Book
2.3.1 Causes of problems
In most cases the repatriate experiences a reverse culture shock. Culture shock in general is defined as the reaction to a new, unpredictable environment. It is a natural response to the stress when immersing oneself in a new environment26. For the repatriate there is a second culture shock when coming home because he/ she has adapted the foreign culture. He/ she became part of it and back home his/ her home culture seems to be new und unknown. Therefore he/ she has to adjust once more the old-new culture. Re-entry shock means that a longer stay away from home often results in alienation to the home culture and society27. The returnee recognises a distance. People behave differently from his/ her own expectations. A more severe withdrawal than suggested is identified28. He/ she does not know how to react, what is right or wrong, which behaviour is appropriate. Some habits or reactions might appear to be strange in his/ her opinion so that he/ she feels as a stranger again. It is more complicated to define his/ her own cultural identity because of carrying parts of the old culture plus parts of the new one. The reintegration is sometimes harder than the expatriation because of the unexpectedness of the problems. Repatriates often underestimate re-entry problems and are not prepared to difficulties. Normally it seems to be counterintuitive to expect difficulties when returning home. On the one hand the “repatriate appear to be unprepared for psychological distress and discomfort that accompanies a return home”29. On the other hand the home country supporting network of family, friends and colleagues is unprepared for repatriation difficulties. Back home a large discrepancy between expectations and experiences occur. Often the returnee is disillusioned with the home country because he/ she had a wrong image in mind during the time abroad. Further factors that emphasise possible problems are a loss of social privileges, responsibilities or a reduction of status and influence as well as the changing social and professional situation at the home base 30 . The repatriate may feel desperate, unsatisfied, disappointed and frustrated because of several readjustment problems. He/ she experiences coincidently an organisational and societal culture shock31.
Summary of Chapters
1 Preface: This chapter highlights the strategic importance of Intercultural Management and the growing need for effective repatriation training in a globalized business environment.
2 Theoretical Part: This section defines the concepts of repatriation, analyzes the causes of re-entry difficulties, and discusses necessary organizational responses and the benefits of repatriate experiences.
3 Practical Part: This chapter provides an empirical evaluation of a questionnaire sent to various companies, assessing their current practices, support offerings, and attitudes toward repatriation programs.
4 Conclusion: This chapter summarizes the findings, emphasizing that while repatriation remains under-supported in many firms, it is crucial for professional and personal reintegration and long-term organizational success.
Keywords
Repatriation, Intercultural Management, Expatriates, Reverse Culture Shock, Reintegration, International Human Resource Management, Professional Development, Cross-cultural Re-entry, Corporate Strategy, Personnel Development, Global Mobility, Career Anxiety, Knowledge Transfer.
Frequently Asked Questions
What is the core focus of this research paper?
The paper focuses on the process of repatriation as a critical, yet often neglected, component of Intercultural Training within International Human Resource Management.
What are the central themes discussed in this work?
The central themes include the psychological and professional challenges of reverse culture shock, the necessity of company-led repatriation programs, and the strategic value of leveraging repatriate experience.
What is the primary goal of the study?
The primary goal is to determine how multinational companies address repatriation and to provide insights into how better support can improve successful reintegration.
Which methodology was used in this research?
The research combines a theoretical literature review with a practical empirical survey of 45 companies, analyzed using SPSS software to understand corporate attitudes and practices.
What topics are covered in the main section of the paper?
The main section covers definitions of repatriation, the causes of re-entry problems, potential company responses such as mentoring and seminars, and the evaluation of survey data regarding corporate support.
Which keywords best characterize this work?
Key terms include Repatriation, Intercultural Management, Reverse Culture Shock, Reintegration, and Global Mobility.
Why is the "out-of-sight, out-of-mind" syndrome a problem for repatriates?
It leads to a loss of career trajectory and lack of appropriate placement, where returnees feel their time abroad was "wasted" and find themselves starting over at a lower level.
How does the company benefit from a well-integrated repatriate?
Companies benefit from the repatriate’s new competencies, improved relationships with foreign markets, technology transfer, and the development of internal talent networks.
Are repatriation programs currently prevalent in multinational firms?
The study indicates that such programs are not yet essential for the majority of surveyed firms, with many companies still failing to provide structured reintegration support.
What role does the family play in the repatriation process?
The family often experiences significant readjustment difficulties, and the study suggests that company support for spouses and children is a key, though often overlooked, factor in successful repatriation.
- Quote paper
- A. Tucholka (Author), A. Blöchlinger (Author), J. Widmer (Author), R. Schmidt (Author), 2007, Repatriation as an essential part of intercultural training in the context of intercultural management, Munich, GRIN Verlag, https://www.grin.com/document/93046
