TY  - JOUR
AB  - 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.
VL  - 9
IS  - 5
SN  - 0262-1711
DO  - 10.1108/02621719010000272
UR  - https://doi.org/10.1108/02621719010000272
AU  - Temporal Paul
AU  - Burnett Ken
PY  - 1990
Y1  - 1990/01/01
TI  - Strategic Corporate Assignments and International
Management Development
T2  - Journal of Management Development
PB  - MCB UP Ltd
SP  - 58
EP  - 64
Y2  - 2024/04/16
ER  -