Sequential cross-cultural training for expatriate business managers: predeparture and post-arrival

Selmer, Jan; Torbiörn, Ingemar; Leon, Corinna T. de

doi:10.1080/095851998340829

Cited by 115 publications

(137 citation statements)

References 15 publications

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“…The assumed relationship that CCT participation and comprehensiveness would increase expatriate adjustment was not supported by our data. In accordance with other studies (Black and Gregersen, 1991b;Gregersen and Black, 1992;Selmer et al, 1998) no empirical support was found to support the contention that predeparture training helps international managers to adjust to foreign environments.…”

Section: Conclusion Implications and Limitationssupporting

confidence: 66%

“…As our analysis focused on the effectiveness of pre-departure CCT a possible implication for practice is that future expatriates may receive sequential training as recommended by Selmer et al (1998). In-country training may enhance the efficiency of CCT Several limitations have to be borne in mind when interpreting the results of our study.…”

Section: Conclusion Implications and Limitationsmentioning

confidence: 86%

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Does it really work? Re-assessing the impact of pre-departure cross-cultural training on expatriate adjustment

Puck

Kittler

Wright

2008

The International Journal of Human Resource Management

126

107

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Cultural adjustment is considered to be a prerequisite for expatriate success abroad. One way to enhance adjustment is to provide employees with knowledge and awareness of appropriate norms and behaviors of the host country through cross-cultural training (CCT). This article analyzes the impact of pre-departure CCT on expatriate adjustment and focuses on variations in participation, length and the comprehensiveness of training. Unlike previous research, the study focuses on the effectiveness of pre-departure CCT for non-US employees expatriated to a broad range of host country settings. Employing data from 339 expatriates from 20 German Multinational Corporations (MNCs) the study finds CCT has little if any effect on general, interactional or work setting expatriate adjustment. However, a significant impact of foreign language competence was found for all three dimensions of expatriate adjustment. We used interviews with 20 expatriates to supplement our discussion and provide further implications for practice.

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Section: Conclusion Implications and Limitationssupporting

confidence: 66%

Section: Conclusion Implications and Limitationsmentioning

confidence: 86%

Does it really work? Re-assessing the impact of pre-departure cross-cultural training on expatriate adjustment

Puck

Kittler

Wright

2008

The International Journal of Human Resource Management

126

107

View full text Add to dashboard Cite

show abstract

“…Secondly, the findings of this study underscore the literature on corporate language training as part of expatriate preparations as well as other human resource management responses by international organizations. Although it is not possible to claim that all expatriates 27 should undergo pre-departure language training, strong theoretical arguments have been offered for sequential cross-cultural training, combining pre-departure and post-arrival activities (Selmer, Torbiörn & de Leon, 1998;Peltokorpi, 2007), and it is possible that also language training would benefit from the same time schedule (cf. Chen et al, 2006;Puck et al, 2008).…”

Section: Discussionmentioning

confidence: 99%

Host country language ability and expatriate adjustment: the moderating effect of language difficulty

Selmer

Lauring

2011

The International Journal of Human Resource Management

Self Cite

130

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Research has shown that expatriates' host country language ability is positively associated with their adjustment. But does the advantage of expatriates' language ability depend on the difficulty of the host language? To examine this issue, data were collected from expatriates in two European countries, one with an easy, relatively simple language and the other one with a difficult, highly complex language. Consistent with Goal Setting Theory, results indicated a relative advantage of expatriates' language ability in terms of their adjustment in the host country with the difficult language as opposed to the host country with an easy language.

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“…As suggested by Brewster (1995) and Aryee (1997), interaction skill training and careful selections of candidates for expatriate assignments who are most motivated to learn and voluntarily adapt themselves to the local business environment are being crucial for successful adjustment. Finding by Selmer et al (1998) show that the post-arrival training has been promoted as an especially effective tool to facilitate international adjustment of expatriate managers.…”

Section: Differences Between Lmx and Guanximentioning

confidence: 99%

The Leader–Member Exchange Theory in the Chinese Context and the Ethical Challenge of Guanxi

Nie

Lämsä

2013

J Bus Ethics

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ABSTRACT.The leader-member relationship has been identified as a key determinant of successful working relationships and business outcomes in China. A high quality leader-member relationship helps managers and employees to meet the demands they face and gives them the opportunity to develop socially, emotionally and morally. Such relationships form the basis of the overall well-being and success of the organisation. This article contributes to relationally oriented leadership theories and more specifically to the leader-member exchange (LMX) theory by examining the theory in the context of Western expatriate managers and Chinese employees in China. The first aim of the study is to analyse the similarities and differences between the LMX theory, which owes its origins to Western corporate experience, and the social and moral norms of guanxi, a crucial element in the Chinese value system. Since Westerners and Chinese people can give different interpretations to guanxi, the second aim of the article is to discuss the ethical challenges to the Western manager arising from guanxi. The findings of this study have implications not only for China, but also for other Chinese communities (Macau, Taiwan, Hong Kong, the Philippines, and Singapore) where guanxi is endorsed and practised.

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Sequential cross-cultural training for expatriate business managers: predeparture and post-arrival

Cited by 115 publications

References 15 publications

Does it really work? Re-assessing the impact of pre-departure cross-cultural training on expatriate adjustment

Does it really work? Re-assessing the impact of pre-departure cross-cultural training on expatriate adjustment

Host country language ability and expatriate adjustment: the moderating effect of language difficulty

The Leader–Member Exchange Theory in the Chinese Context and the Ethical Challenge of Guanxi

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