As the world becomes more of a global market rather than a collection of separate markets it is important for MNEs to develop international managers who can be safely moved between different national, cultural and business environments. It is suggested that involving managers in formulating and implementing international corporate strategy (in this case market entry strategy) contributes directly to the international management development process. This is primarily derived from manager involvement in the solving of problems in cross‐cultural communication, through experiential learning and through being forced to use a high level of imagination and entrepreneurship. It is argued that “hands on” experience in the market entry process is one of the most effective ways to develop this relevant management expertise, but that this can, however, bring about unfortunate results if managers are not prepared properly. A case history shows the benefits and drawbacks associated with this kind of development, and the implications for the development of international managers.
Temporal, P. and Burnett, K. (1990), "Strategic Corporate Assignments and International Management Development", Journal of Management Development, Vol. 9 No. 5, pp. 58-64. https://doi.org/10.1108/02621719010000272Download as .RIS
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