Journal of Management Research

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

The Effect of Expatriate Training on Expatriate Effectiveness


Affiliations
1 Department of Management College of Business Administration University of Texas Pan American
     

   Subscribe/Renew Journal


As the use of expatriates becomes more common in organizations, both researchers and practitioners will need to have a solid understanding of the factors that lead to expatriate success. The current paper addresses this need. The proposed research questions are designed to contribute to the expatriate literature by suggesting research that will examine how training elements lead to effective expatriate training. The paper will also propose research questions that will lead to a greater understanding of the relationship between various training elements and expatriate job-related effectiveness. Additionally, the effect on expatriate effectiveness of leadership match between expatriate and host country norms will be examined.

Keywords

Expatriate Training Framework, Expatriate Effectiveness, Success/failure Factors
User
Notifications

  • Adler, N. J. and Bartholomew, S. (1992), Managing Globally Competent People, Academy of Management Executive 6(3): 52-65.

  • Arvey, R. D., Bhagat, R. S. and Salas, E. (1991), Cross-Cultural and cross-national issues in personnel and human resources management: Where do we go from here? Research in Personnel and Human Resources Management 9: 367-407.

  • Black, J. S. (1988), Work Role Transitions: A Study of American Expatriate Managers in Japan, Journal of International Business Studies 19: 277-294.

  • Black, J. S. and Mendenhall, M. (1990), Cross-cultural Training Effectiveness: A Review and a Theoretical Framework for Future Research, Academy of Management Review 15(1): 113-136.

  • Cascio, W. and Bailey, E. (1995), International Human Resource Management: The State of Research and Practice, in O.

  • Shenkar (Ed.), Global Perspectives of Human Resource Management, pp 15-36, Prentice-Hall, Englewood Cliffs, NJ.

  • Copeland, L. and Griggs, L. (1985), Going International, Random House, New York.

  • Deshpande, S. P. and Viswesvaran, C. (1992), Is Cross-cultural Training of Expatriate Managers Effective: A Meta Analysis, International Journal of Intercultural Relations 16: 295-310.

  • Dorfman, P.W., Howell, J.H., Hibino, S., Lee, J.K, Tate, U. and Bautista, Arnoldo (1997), Leadership in Western and Asian Countries: Commonalties and Differences in Effective Leadership Processes Across Cultures, Leadership Quarterly 8(3):233-274.

  • Hains, S. C., Hogg, M. A. and Duck, J. M. (1997). Self-categorization and Leadership: Effects of Group Prototypicality and Leader Stereotypicality, Personality and Social Psychology Bulletin 23(10): 1087-1099.

  • Harrison, J. K. (1994), Developing Successful Expatriate Managers: A Framework for the Structural Design and Strategic Alignment of Cross-cultural Training Programs, Human Resource Planning 17(3): 17-35.

  • Harzing, A. W. (1995), The Persistent Myth of High Expatriate Failure Rates, International Journal of Human Resource Management 6(2): 457-474.

  • Howard, C. G. (1992), Profile of the 21st Century Expatriate Manager, HR Magazine (June): 93-100.

  • Klaus, K. J. (1995, Spring), How to Establish an Effective Expatriate Program – Best Practices in International Assignment Administration, Employment Relations Today 59-69.

  • Lord, R. G., Foti, R. J. and De Vader, C. L. (1984), A Test of Leadership Categorization Theory: Internal Structure, Information Processing and Leadership Perceptions, Organizational Behavior and Human Performance 34: 343-378.

  • Lord, R. G., Foti, R. J. and Phillips, J. S. (1982), A Theory of Leadership Categorization, in J. G. Hunt, U. Sekaran and C. Schriesheim (Eds.), Leadership: Beyond establishment views, Southern Illinois University Press, Carbondale, IL.

  • Martinko, M. J. and Douglas, S. C. (1999), Culture and Expatriate Failure: An Attributional Explication, The International Journal of Organizational Analysis 7(3): 265-293.

  • Mendenhall, M. and Oddou, G. (1985), The Dimensions of Expatriate Acculturation: A Review, Academy of Management Review 10(1): 39-47.

  • Nye, J. L. and Forsyth, D. R. (1991), The Effects of Prototype-based Biases on Leadership Appraisals: A Test of Leadership Categorization Theory, Small Group Research 22: 360-379.

  • Oddou, G. R. (1991), Managing Your Expatriates: What the Successful Firms Do, Human Resource Planning 14(4): 301-308.

  • Pucik, V. and Saba, T. (1998), Selecting and Developing the Global versus the Expatriate Manager: A Review of the State-ofthe-Art, Human Resource Planning 21(4): 40-54.

  • Rao, A. and Hashimoto, K. (1996), Intercultural Influence: A Study of Japanese Expatriate Managers in Canada, Journal of International Business Studies 27(3): 443-466.

  • Selmer, J., Kang, I. L., and Wright, R. P. (1994), Managerial Behavior of Expatriate versus Local Bosses, International Studies of Management and Organization 24(3): 48-63.

  • Shaffer, M. A, Harrison, D. A., and Gilley, K. M. (1999), Dimensions, Determinates, and Differences in the Expatriate Adjustment Process, Journal of International Business Studies 30(3): 557-581.

  • Shannonhouse, R. (1996, November 8), Overseas-assignment Failures, USA Today/International Edition, p. 8A.

  • Shay, J. P. and Tracey, J. B. (1997), Expatriate Managers: Reasons for Failure and Implications for Training, Cornell Hotel and Restaurant Administration Quarterly 38(1): 30-35.

  • Shay, J. P. and Tracey, J. B. (1999), An Empirical Examination of Expatriate Behaviors and Multiple Indicators for Effectiveness, Paper presented at the meeting of the Academy of Management, Chicago, IL.

  • Stone, R. J. (1991), Expatriate Selection and Failure, Human Resource Planning 14(10): 9-18.

  • Tung, R. L. (1981), Selection and Training of Personnel Overseas Assignments, Columbia Journal of World Business 16(1): 68-78.

  • Tung, R. L. (1982), Selection and Training Procedures of US, European, and Japanese Multinationals, California Management Review 25(1): 57-71.

  • Tung, R. L. (1987), Expatriate Assignments: Enhancing Success and Minimizing Failure, Academy of Management Executive 1(2): 117-126.


Abstract Views: 625

PDF Views: 1




  • The Effect of Expatriate Training on Expatriate Effectiveness

Abstract Views: 625  |  PDF Views: 1

Authors

Eric J. Romero
Department of Management College of Business Administration University of Texas Pan American

Abstract


As the use of expatriates becomes more common in organizations, both researchers and practitioners will need to have a solid understanding of the factors that lead to expatriate success. The current paper addresses this need. The proposed research questions are designed to contribute to the expatriate literature by suggesting research that will examine how training elements lead to effective expatriate training. The paper will also propose research questions that will lead to a greater understanding of the relationship between various training elements and expatriate job-related effectiveness. Additionally, the effect on expatriate effectiveness of leadership match between expatriate and host country norms will be examined.

Keywords


Expatriate Training Framework, Expatriate Effectiveness, Success/failure Factors

References