Article Abstract:
The globalization trend which has impelled organizational managers to deal with multicultural issues and business practices will most likely accelerate in the 21st century. The most extreme form of adaptation for an executive is an assignment to live and work in a foreign location. Expatriate selection and preparation which results in failure can cost the firm a substantial amount of money. Adaptability appears to be key to the success of an expatriate manager. The concept of learning orientation applied to expatriate selection and training is suggested as an indicator of how and why some individuals will adapt more successfully in a new environment than will others. Understanding learning orientation can help identify issues in the expatriate assignment and would also help in the preparation of spouse and family.
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Article Abstract:
The substantial cut in use of home-country expatriates by US multi-national firms is seen favorably. The reduction reflects internationalization, competence of host nation workers, and the expense of maintaining US workers overseas. It is argued, however, that this process of phasing out expatriates has gone too far, and further than either the Japanese or European competition has moved. The major reason for the cutbacks may actually be the difficulty Americans have in adjusting to assignments abroad and the failure rate they have experienced. A group of expatriate workers perform a worthwhile function for the multi-national firm. A way must be found to develop managers who identify with the company as a whole and who can offer overseas experience to home country managers.
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Article Abstract:
The increasing internationalization of companies is creating expatriate careers for many employees. The stages of the expatriate journey and the complex nature of the experience are described.
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