Easing Entry and Beyond: Preparing Expatriates and Patriates for Foreign Assignment Success

Ashamalla, Maali H.; Crocitto, Madeline

doi:10.1108/eb047352

Cited by 21 publications

(12 citation statements)

References 13 publications

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“…Before expatriates leave, mentors prepare executives for managing cross-cultural differences, set job and performance expectations, and discuss repatriation plans (Feldman & Thomas, 1992;Vermond, 2001). During the overseas assignment, home office mentors serve as sounding boards for dealing with stress (Ashamalla & Crocitto, 1997;Overman, 2004). They provide a formal and informal link with the home office and represent and lobby on behalf of expatriates in their absence (Linehan & Scullion, 2002;Vermond, 2001).…”

Section: Why Are Mentors Failing In Practice?mentioning

confidence: 99%

Thinking strategically about integrating repatriated managers in MNCs

Jassawalla

Sashittal

2009

Human Resource Management

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Although multinational corporations (MNCs) invest considerable resources in sending managers on foreign assignments, too many managers report dissatisfaction with their postrepatriation careers, and a signifi cant percentage leave the fi rm within a year. This failure to harness learning and develop a cadre of globally trained managers raises questions about the current objectives and strategies that drive the investment in expatriation. A study of managers who had recently completed their expatriate assignment points to underorganized home offi ce operations, poorly defi ned mentor roles, and large gaps between managers' expectations and reality as key contributors to the problem. This paper calls for a strategic orientation toward managing the expatriate function and proposes a comprehensive confi guration of processes, systems, and structures necessary for implementing new strategies for developing the next generation of globally trained managers.

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Section: Why Are Mentors Failing In Practice?mentioning

confidence: 99%

Thinking strategically about integrating repatriated managers in MNCs

Jassawalla

Sashittal

2009

Human Resource Management

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“…This training is also advantageous because it will improve the expatriate's on-the-job performance. Learning the host-culture language is crucial because relying on one's native language reduces the speed with which the individual can process data written in the foreign language, and the expatriate may miss out on crucial pieces of work-related information published in the host-country language (Ashamalla & Crocitto, 1997). Thus, individuals that have at least a rudimentary grasp of the language will be more effective in the new work environment.…”

Section: Language Trainingmentioning

confidence: 99%

A Review of Cross-Cultural Training: Best Practices, Guidelines, and Research Needs

Littrell¹,

Salas

2005

Human Resource Development Review

164

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The purpose of this article is to present the best practices of cross-cultural training (CCT) in terms of what organizations are doing and what they should be doing. In presenting the best practices, the following questions will be investigated: (a) why is CCT an important research domain, (b) what is the general purpose of CCT, (c) how is CCT designed and delivered, (d) which CCT strategies are organizations currently implementing, (e) what guidelines can be offered to organizations offering CCT, and (f) what additional research is needed. This article contributes to existing CCT research by providing a condensed set of guidelines instructing organizations on the techniques necessary for maximizing the benefits of CCT.

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“…Thus, many MNCs offer cross-cultural training (CCT) to teach expatriates the host country's appropriate norms and behaviours . For more than twenty years, CCT has been advocated as a means of facilitating effective cross-cultural interactions and crosscultural adjustment (Ashamalla and Crocitto, 1997 ;Brewster, 1995 ;Li, 1992 ;Katz and Seifer, 1996 ;Kealey and Protheroe, 1996) . There has been a positive trajectory of growth with respect to MNCs who are offering CCT.…”

mentioning

confidence: 99%