Expatriates' Contributions to Organizational Learning<sup>1</sup>

Antal, Ariane Berthoin

doi:10.1177/030630700102600405

Cited by 68 publications

(36 citation statements)

References 6 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…In reality, expatriates encounter a resistance to change within the organization (Antal, 2001). This resistance can be offset by forces that increase the pressure for change (Ginsberg, 1988).…”

Section: Expatriate and Organizational Learningmentioning

confidence: 99%

“…The expatriates involved in the study felt that German culture was strict and hence did not encourage the generation of new ideas, relying more on traditional rules and regulations which can significantly slow down learning and change (Antal, 2001). There is now less emphasis on controlling subsidiaries and more focus on building relationships between corporate headquarters and subsidiaries (Antal, 2001). Expatriates can bridge the gap and facilitate two-way learning between the two.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

“…In the following pages, these factors will be discussed and hypotheses that are related to them will be generated. Figure 2 reflects the expatriation cycle from home-country assignment to knowledge sharing (Antal, 2001). As the cycle indicates, the establishment of a clearly defined strategic framework is necessary to facilitate organizational learning (Antal, 2001):…”

Section: Moderating Variables That Influence the Expatriate And Organmentioning

confidence: 99%

“…Organizations need to recognize the fact that they are a crucial part of the expatriation cycle and that their learning is necessary (Antal, 2001). Human resource managers need to optimize the learning process by encouraging a two-way exchange between expatriates and the organization (Antal, 2001). Expatriation is an expensive endeavor taken on by the organizations that believe such assignments do make a difference in the international marketplace.…”

Section: Knowledge Sharingmentioning

confidence: 99%

See 3 more Smart Citations

Variables influencing expatriate learning and organizational learning

Barakat

Moussa

2014

Competitiveness Review

View full text Add to dashboard Cite

Purpose -The purpose of this paper is to identify the variables that influence the international assignment -expatriate learning relationship and the expatriate learning -organizational learning relationship. Design/methodology/approach -The paper contains a literature review of the research on expatriates' learning and organizational learning Findings -The paper provides an integrative framework that identifies the moderating variables that influence both the relationship between the expatriate international assignment and expatriate learning as well as the relationship between expatriate learning and organizational learning. In addition, this framework specifies the process by which the international assignment influences organizational learning and shows that expatriate learning mediates this relationship. Several hypotheses were generated to provide avenues for future investigation. Research limitations/implications -The paper does not provide an exhaustive set of the moderating variables and does not focus on the interaction between situational and individual differences moderators. Practical implications -Managers should pay attention to the selection, maintenance and repatriation of expatriates and facilitate the conditions under which expatriate learning and organizational learning can be maximized. To remain competitive, managers should engage in the continuous process of assessing the effectiveness of international assignments in enhancing expatriate and organizational learning. Originality/value -The present research identifies the conditions that facilitate or hinder expatriate learning and organizational learning as well as the process by which international assignments influence organizational learning. Expatriate learning and organizational learning are critical for the continuous growth and competitive advantage of organizations, and, accordingly, it is imperative to study the factors and the process that influence learning in organizations, especially in response to the increasing popularity of globalization and the pressure to remain competitive.

show abstract

Section: Expatriate and Organizational Learningmentioning

confidence: 99%

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Section: Moderating Variables That Influence the Expatriate And Organmentioning

confidence: 99%

Section: Knowledge Sharingmentioning

confidence: 99%

See 2 more Smart Citations

Variables influencing expatriate learning and organizational learning

Barakat

Moussa

2014

Competitiveness Review

View full text Add to dashboard Cite

show abstract

“…Dass dieses Wissen für Organisationen relevant sei und deshalb seine Träger von Unternehmen "gepflegt" werden sollten, wie etwa Antal (2001) konstatiert, findet empirisch in den beiden untersuchten Fällen keine Bestätigung -im Gegenteil. 9 Dass solche Maßnahmen fehlen, führt nicht nur zu kognitiven Dissonanzen und zieht massive Kritik ehemaliger Expatriates auf sich, es fallen dadurch für die Organisationen in nicht unerheblichem Maße Kosten an, etwa in Form der Demotivation der RückkehrerInnen oder in der Form ihres Ausscheidens aus der Organisation (vgl.…”

Section: Rückkehr Und Organisationsseitige Indifferenzunclassified

Global organization — global managers — global class?

Gottwald

Klemm

2009

ÖZS

View full text Add to dashboard Cite

Zusammenfassung: Die Transnationalisierung von Wirtschaftsunternehmen führt zu der Annahme der Ausbildung einer globalen Managementklasse, deren exponierte Stellung durch ihr Vermögen gekennzeichnet ist, transnationale Wertschöpfung integrativ zu steuern. Ziel des Beitrags ist es, die Anschlussfähigkeit dieser Theorie in transnationalen Unternehmen zu eruieren. Anhand empirischer Forschungsergebnisse zum internationalen Führungskräfteeinsatz in zwei transnationalen Unternehmen wird der Frage nachgegangen, welche "mentalen Mitgliedschaften" von Nachwuchskräften diese für den Aufstieg in die Klasse der Globalmanager empfehlen. Dabei wird gezeigt, dass der Adaption des Globalmanagementdiskurses Entscheidungsdilemmata in transnationalen Unternehmen zugrunde liegen und weniger der Überwindung dieser Dilemmata durch die Orientierungsleistung einer globalen Klasse. Die dem Globalmanager zugeschriebenen Kompetenzen und Einstellungen dienen der Begründung und Legitimation von unter diesen Bedingungen getroffenen Entscheidungen -und bestehen vor allem aus quasi-universellen Wirtschaftlichkeitsüberlegungen und einer ,entbetteten' business culture.Abstract: The globalization of business corporations led to the thesis that a so-called global management class would emerge, both integrating transnational companies and facilitating a global business culture which is able to turn cultural diversity into a competitive advantage. Two questions stem from this thesis: First, how do talents and high potentials in transnational companies become global managers? Second, is global management to be understood as an integrating culture or as a selective one in the context of transnational corporations? The article explores these questions by contrasting the theory of global management with empirical findings from research concerning the strategies of international management assignment and the forming of expatriates' ÖZS

show abstract