Results: Western Expatriate Managers

2015 ◽  
pp. 149-210
Author(s):  
Yan Li
Keyword(s):  
Expatriate Managers

The many faces of suzhi in the Chinese organization and society

2014 ◽  
Vol 5 (1) ◽  
pp. 51-61 ◽  
Author(s):  
Sean Upton-McLaughlin
Keyword(s):  
Chinese Culture ◽  
Mainland China ◽  
Future Research ◽  
Chinese Society ◽  
Content Type ◽  
Mainland Chinese ◽  
Foreign Companies ◽  
Expatriate Managers ◽  
The Many ◽  
Practical Implications

Purpose – The purpose of this paper was to explore the Chinese concept of suzhi and how it relates to behavioral standards within mainland Chinese society and the workplace. The article provides a general discussion of suzhi and its inherent elements to act as a foundation for the education of expatriate managers and executives and for future research by Chinese human resource management (HRM) scholars. Design/methodology/approach – This paper draws on the author's first-hand experience and observations from five years of living and working abroad in mainland China with Chinese companies and executives. Findings – The concept of suzhi in China is a reflection of multiple behavioral standards throughout China. And while suzhi's roots are in ancient Chinese culture and Confucianism, it is also subject to influence and change. Practical implications – The paper may serve as a foundation both for expatriate managers seeking to improve HRM practices in foreign companies in China and future scholars who wish to conduct further research on suzhi and Chinese behavioral standards as they can be applied to the workplace. Originality/value – This is an attempt to enlighten expatriate managers and executives in China on the concept of suzhi and its implication for HRM in China.

scholarly journals Repatriation turnover revisited: A focus on South African multinational enterprises

2018 ◽  
Vol 21 (1) ◽  
Author(s):  
Christiaan J. Naude ◽  
A. Johan Vogel
Keyword(s):  
South African ◽  
Quantitative Study ◽  
Negative Correlation ◽  
Multinational Enterprises ◽  
Multinational Enterprise ◽  
First Year ◽  
Turnover Rates ◽  
Expatriate Managers ◽  
Positive Correlations ◽  
Spearman’S Correlation

Background: The topic of repatriation turnover as a major source of concern for repatriates and their multinational enterprise has been covered extensively in the literature over the years, with the literature showing that between 15% and 38% of repatriated expatriates leave the employment of their multinational enterprise within the first year after repatriation. However, no such study has focused on the repatriation of South African expatriates. Aim: The primary aim of this study was to determine if there is a correlation between the repatriation practices of South African multinational enterprises and their repatriation turnover rates. The secondary aim of the study was to determine why repatriated employees leave the employment of South African multinational enterprises. Method: This quantitative study surveyed 41 expatriate managers of South African multinational enterprises, with the Mann-Whitney U test and Spearman’s correlation coefficient being used to test for correlations between the repatriation practices of South African multinational enterprises and their repatriation turnover rates. Results: The results revealed positive correlations between appointing a mentor to an expatriate to assist with the repatriation process, conducting an orientation programme prior to repatriation and supporting the expatriate with various initiatives during repatriation and lower repatriation turnover rates. Meanwhile a negative correlation was found between when a multinational enterprise starts with an orientation programme prior to repatriation and repatriation turnover rates. Conclusion: These findings provide valuable insights for South African multinational enterprises into practices they can employ to reduce their repatriation turnover rates.

Chinese expatriates’ adjustment process in Portugal: on the road to guanxi replication

2015 ◽  
Vol 13 (3) ◽  
pp. 247-266
Author(s):  
Li Jingjing ◽  
Nuno Guimarães Costa ◽  
Pedro Neves
Keyword(s):  
Interpersonal Relationships ◽  
Business Strategy ◽  
Exploratory Study ◽  
Legal Framework ◽  
Adjustment Process ◽  
Content Type ◽  
Five Dimensions ◽  
Business Context ◽  
On The Road ◽  
Expatriate Managers

Purpose – This paper aims to analyze the adjustment experience of Chinese expatriate managers in Portugal. Design/methodology/approach – This exploratory study is based on the qualitative analysis of 12 semi-structured, open-ended interviews to Chinese expatriate managers in Portugal. Expatriates varied in terms of international experience, stage of career and industry. All expatriates had at least one-year working experience in Portugal. The coding process followed a reflexive approach between data and existing theory. Findings – The process of adjustment of Chinese expatriate managers to the Portuguese context is arranged in five dimensions: perception: expatriates tend to perceive the differences between China and Portugal as not significant; guanxi replication: similarities between the two countries raised the question of whether the guanxi model could be replicated; resistance: although the two countries are perceived as close, there are significant differences, namely, in terms of some cultural aspects, the legal framework and the level of acceptance of the guanxi; adaptation: given these resistances, it is necessary for expatriates to change some practices that are commonly used in the Chinese context; and identity construction: Chinese expatriates are particularly concerned by their identity as foreigners and of the corresponding need to adjust. Originality/value – This exploratory study revealed that guanxi should not be seen as a purely cultural product grounded in the Confucian tradition but instead should be taken as a business strategy that depends on the existence of specific factors, such as the relevance and quality of interpersonal relationships in a business context.

Expanding horizons and expatriate adjustment

2018 ◽  
Vol 25 (3) ◽  
pp. 401-424 ◽  
Author(s):  
Rizwan Tahir
Keyword(s):  
Qualitative Study ◽  
United Arab Emirates ◽  
Host Country ◽  
Selection Criteria ◽  
Small Sample ◽  
Social Orientation ◽  
Research Attention ◽  
Content Type ◽  
Expatriate Managers ◽  
The Right

Purpose Expatriate management is a popular theme in the field of international human resource management in light of the fact that expatriates play a crucial role in a MNC’s global operations. The purpose of this paper is to explore how MNCs select, train, deploy and support expatriate managers during and after their international assignment in the United Arab Emirates (UAE). Design/methodology/approach This qualitative study is based on in-depth interviews with 22 Western expatriate managers who are presently based in the UAE. However, in order the ensure a diverse sample among the participants with regards to their age, professional experience, gender and nationality, purposeful sampling was utilized while selecting the participants. Findings The results of the present study cast light on many shortcomings of the overall expatriation process as they are implemented by MNCs in the UAE. Accordingly, there is a pressing need for MNCs in the UAE to develop strategic expatriation processes, involving the following critical factors: the selection of the right person for the right job; specific and relevant pre-departure and post-arrival cross-cultural training (CCT); practical support for the expatriate employees and their trailing spouses in the host country; and lastly, a clear repatriation strategy to mark a successful conclusion of foreign assignments in the UAE. Research limitations/implications It is acknowledged that the results of this purely qualitative study, based on a relatively small sample size, cannot claim to represent the management theories, practices and realities of all the Western MNCs in the UAE. Moreover, these findings narrate the views and perceptions of this particular cohort of expatriate executives with relation to their selection, pre-departure CCT, adjustment in the UAE and the support and repatriation policies utilized by their companies for doing business in the UAE. Practical implications This study points to the fact that technical skills are mostly considered to be the predominant selection criteria for the expatriate selections in the MNCs. Other abilities, such as language skills and relational and perceptual adjustability are considered to be less important and do not feature overtly in the selection criteria for expatriate positions. The results demonstrate that distinctive features of adjustability, which include expatriates’ willingness to communicate, their social orientation, dynamic anxiety resistance and openness ability are all critical to the adjustment in the host country and should be given more emphasis. Originality/value Regardless of the presence of numerous MNCs in the UAE, it is indeed surprising to see that the topic of the expatriation management process in MNCs in the UAE has received little research attention. The objective of this study is to address this deficiency. Additionally, it is hoped that these findings may also be valuable to MNCs and consultants who are preparing expatriates for international assignments, especially in the Middle East and in particular in the UAE.

Level of Control, Staffing Policy, and Training Needs for Overseas Units of Multinational Corporations: An Integrative Approach

2002 ◽  
Vol 3 (1) ◽  
pp. 105-122
Author(s):  
Hoon Park ◽  
Youngsun Paik ◽  
Cristina Suarez Duffy
Keyword(s):  
Multinational Corporations ◽  
Host Country ◽  
Integrative Model ◽  
Integrative Approach ◽  
Cultural Training ◽  
Functional Training ◽  
Training Requirements ◽  
Host Country Nationals ◽  
Foreign Operations ◽  
Expatriate Managers

This paper suggests an integrative model in which MNCs combine staffing policy with training requirements given the level of control over foreign operations. The main premise of the paper is that different levels of control need determine the type of personnel and the extent of training required for managing foreign operations. At the highest level of control need, expatriate managers are provided with extensive cultural training. Conversely, at the lowest level of control need, host country nationals are given minimal functional training. When the control needs are moderate, firms can select either expatriates or host country nationals. Since the costs incurred in extensive functional training for host country nationals are usually greater than those for expatriates who require only a minimal level of cultural training, MNCs tend to prefer expatriates to host country nationals.

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