International Human Resources Management pp 53-73 | Cite as
The Influence of Pre-departure Training on Expatriate Adjustment: An Empirical Investigation with Portuguese International Assignees
- 3.2k Downloads
Abstract
This chapter examines the cross-cultural influence of training on the adjustment of international assignees. We focus on the pre-departure training (PDT) before an international assignment. It is an important topic because in the globalized world of today more and more expatriations are needed. The absence of PDT may generate the failure of the expatriation experience. Companies may neglect PDT due to cost reduction practices and ignorance of the need for it. Data were collected through semi-structured interviews to 42 Portuguese international assignees and 18 organizational representatives from nine Portuguese companies. The results suggest that companies should develop PDT programs, particularly when the cultural distance to the host country is bigger and when there is no previous experience of expatriation to that country in the company. The study is original because it details in depth the methods of PDT, its problems, and consequences. Some limitations linked to the research design and detailed in the conclusion should be overcome in future studies.
Keywords
Host Country Psychological Contract Technical Training Organizational Representative International AssignmentReferences
- 1.Caligiuri, P., & Tarique, I. (2006). International assignee selection and cross-cultural training and development. In I. Björkman & G. Stahl (Eds.), Handbook of research in international human resource management (pp. 302–322). Northampton, MA: Edward Elgar.Google Scholar
- 2.Forster, N. (2000). The myth of the international manager. International Journal of Human Resource Management, 11(1), 126–142.CrossRefGoogle Scholar
- 3.Brookfield Global Relocation Services. (2013). 2013 Global Relocation Trends Survey. [online], http://www.brookfieldgrs.com.
- 4.Lee, L., & Croker, R. (2006). A contingency model to promote the effectiveness of expatriate training”. Industrial Management and Data Systems, 106, 1187–1204.CrossRefGoogle Scholar
- 5.Suutari, V., & Burch, D. (2001). The role of on-site training and support in expatriation: Existing and necessary host-company practices. Career Development International, 6, 298–311.CrossRefGoogle Scholar
- 6.Wurtz, O. (2014). An empirical investigation of the effectiveness of pre-departure and in-country cross-cultural training. The International Journal of Human Resource Management, 25(14), 2088–2101.CrossRefGoogle Scholar
- 7.Holopainen, J., & Björkman, I. (2005). The personal characteristics of the successful expatriate: A critical review of the literature and an empirical investigation. Personnel Review, 34(1), 37–50.CrossRefGoogle Scholar
- 8.Morris, M. A., & Robie, C. (2001). A meta-analysis of the effects of cross-cultural training on expatriate performance and adjustment. International Journal of Training and Development, 5, 112–123.CrossRefGoogle Scholar
- 9.Scullion, H., & Brewster, C. (2001). The management of expatriates: Messages from Europe? Journal of World Business, 36(4), 346–365.CrossRefGoogle Scholar
- 10.Selmer, J. (2006). Munificence of parent corporate contexts and expatriate cross-cultural training in China. Asia Pacific Business Review, 12(1), 39–51.CrossRefGoogle Scholar
- 11.Suutari, V., & Brewster, C. (1998). The adaptation of expatriates in Europe: Evidence from Finnish companies. Personnel Review, 27(2), 89–103.CrossRefGoogle Scholar
- 12.Black, J. S., Gregersen, H. B., Mendenhall, M. E., & Stroh, L. (1999). Globalizing people through international assignments. New York: Addison-Wesley Longman.Google Scholar
- 13.Takeuchi, R. (2010). A critical review of expatriate adjustment research through a multiple stakeholder view: Progress, emerging trends, and prospects. Journal of Management, 36, 1040–1064.CrossRefGoogle Scholar
- 14.Bennet, R., Aston, A., & Colquhoun, T. (2000). Cross-cultural training: A critical step in ensuring the success of international assignments. Human Resource Management, 39, 239–250.CrossRefGoogle Scholar
- 15.Brewster, C., & Pickard, J. (1994). Evaluating expatriate training. International Studies of Management and Organization, 24, 18–35.Google Scholar
- 16.Kupta, B., Everett, A. M., & Cathro, V. (2008). Home alone and often unprepared–intercultural communication training for expatriated partners in German MNCs. International Journal of Human Resource Management, 19(10), 1765–1791.CrossRefGoogle Scholar
- 17.Hodgetts, R. M., & Luthans, F. (2000). International management: Culture, strategy and behavior (4th ed.). New York: Irwin McGraw-Hill.Google Scholar
- 18.Webb, A., & Wright, P. (1996). The expatriate experience: Implications for career success. Career Development International, 1(5), 38–44.CrossRefGoogle Scholar
- 19.Caligiuri, P. (2000). The big five personality characteristics as predictors of expatriates desire to terminate the assignment and supervisor-rated performance. Personnel Psychology, 53(1), 67–88.CrossRefGoogle Scholar
- 20.Avril, A. B., & Magnini, V. P. (2007). A holistic approach to expatriate success. International Journal of Contemporary Hospitality Management, 19(1), 53–64.CrossRefGoogle Scholar
- 21.Linehan, M., & Scullion, H. (2002). Repatriation of European female corporate executives: An empirical study. International Journal of Human Resource Management, 13(2), 254–267.CrossRefGoogle Scholar
- 22.O’Sullivan, S. L., Appelbaum, S. H., & Abikhzer, C. (2002). Expatriate management best practices in Canadian MNCs: A multiple case study. Career Development International, 7(2), 79–95.CrossRefGoogle Scholar
- 23.Black, J. S., & Mendenhall, M. E. (1990). Cross-cultural training effectiveness: A review and a theoretical framework for future research. Academy of Management Review, 15, 113–136.Google Scholar
- 24.Suutari, V., & Brewster, C. (2001). Expatriate management practices and perceived relevance: Evidence from Finnish expatriates. Personnel Review, 30(5), 554–577.CrossRefGoogle Scholar
- 25.Lysgaard, S. (1955). Adjustment in a foreign society: Norwegian Fulbright grantees visiting the United States. International Social Science Bulletin, 7(1), 45–51.Google Scholar
- 26.Murdoch, A., & Kaciak, E. (2011). Culture shock re-visited: What features of the polish culture most bother expatriates in Poland? The Journal of Applied Business Research, 27(2), 87–105.Google Scholar
- 27.Moon, H. K., Choi, B. K., & Jung, J. S. (2012). Previous international experience, cross-cultural training, and expatriates’ cross-cultural adjustment: Effects of cultural intelligence and goal orientation. Human Resource Development Quarterly, 23(3), 285–330.CrossRefGoogle Scholar
- 28.Paik, Y., Segaud, B., & Malinowski, C. (2002). How to improve repatriation management. Are motivations and expectations congruent between the company and expatriates? International Journal of Manpower, 23(7), 635–648.CrossRefGoogle Scholar
- 29.Stroh, L. K., Gregersen, H. B., & Black, S. J. (2000). Triumphs and tragedies: Expectations and commitments upon repatriation. International Journal of Human Resource Management, 11(4), 681–697.CrossRefGoogle Scholar
- 30.Suutari, V., & Valimaa, K. (2002). Antecedents of repatriation adjustment: New evidence from Finnish repatriates. International Journal of Manpower, 23(7), 617–634.CrossRefGoogle Scholar
- 31.Black, J. S., & Gregersen, H. B. (1999). The right way to manage expatriates. Harvard Business Review, 77(2), 52–61.Google Scholar
- 32.Martin, D., & Anthony, J. (2006). The repatriation and retention of employees: Factors leading to successful programs. International Journal of Management, 23(3), 620–632.Google Scholar
- 33.Harvey, M. G. (1995). The impact of dual-career families on international relocations. Human Resource Management Review, 5(3), 223–244.CrossRefGoogle Scholar
- 34.Tung, R. (1998). American expatriates abroad: From neophytes to cosmopolitans. Journal of World Business, 33(2), 125–144.CrossRefMathSciNetGoogle Scholar
- 35.Kraimer, M. L., Shaffer, M. A., & Bolino, M. C. (2009). The influence of expatriate and repatriate experiences on career advancement and repatriate retention. Human Resource Management, 48(1), 27–47.CrossRefGoogle Scholar
- 36.Lazarova, M., & Caligiuri, P. (2001). Retaining repatriates: The role of organizational support practices. Journal of World Business, 36(4), 389–401.CrossRefGoogle Scholar
- 37.Rousseau, D. M. (1989). New hire perspectives of their own and their employer’s obligations: A study of psychological contracts. Journal of Organisational Behaviour, 11, 389–400.CrossRefGoogle Scholar
- 38.Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532–550.Google Scholar
- 39.Yin, R. K. (2014). Case study research—design and methods (5th ed.). Thousand Oaks: Sage Publications Inc.Google Scholar
- 40.Doz, Y. (2011). Qualitative research for international business. Journal of International Business Studies, 42, 582–590.CrossRefGoogle Scholar
- 41.Creswell, J. W. (2013). Qualitative inquiry and research design: Choosing among five traditions (3rd ed.). Thousand Oaks: Sage Publications Inc.Google Scholar
- 42.Ghauri, P., & Gronhaug, K. (2002). Research methods in business studies: A practical guide. Harlow-UK: Financial Times-P21rentice-Hall.Google Scholar
- 43.Bonache, J., Brewster, C., & Suutari, V. (2001). Expatriation: A developing research agenda. Thunderbird International Business Review, 43(1), 3–20.CrossRefGoogle Scholar
- 44.Peterson, R. B., Napier, N. K., & Shul-Shim, W. (2000). Expatriate management: A comparison of MNCs across four parent countries. Thunderbird International Business Review, 42, 145–166.CrossRefGoogle Scholar
- 45.Tungli, Z., & Peiperl, M. (2009). Expatriate practices in German, Japanese, U.K. and U.S. multinational companies: A comparative survey of changes. Human Resource Management, 48(1), 153–171.CrossRefGoogle Scholar
- 46.Mayrhofer, W., & Brewster, C. (1996). In praise of ethnocentricity: Expatriate policies in European multinationals. The International Executive, 38(6), 749–778.CrossRefGoogle Scholar
- 47.Rousseau, D. M. (1995). Psychological contracts in organizations: Understanding written and unwritten agreements. Thousand Oacks: Sage Publications Inc.CrossRefGoogle Scholar
- 48.Budworth, M.-H., & DeGama, N. (2012). Invited reaction: Factors affecting cross-cultural adjustment: Training, experience, and individual differences. Human Resource Development Quarterly, 23(3), 331–340.CrossRefGoogle Scholar