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Book part
Publication date: 2 December 2019

Frank Fitzpatrick

Abstract

Details

Understanding Intercultural Interaction: An Analysis of Key Concepts
Type: Book
ISBN: 978-1-83867-397-0

Article
Publication date: 22 July 2021

Sumeet Kour and Jeevan Jyoti

Organisations operate in diverse cultural environment, which is a challenging task due to absence of cultural knowledge and difficulty in adapting the native culture that…

Abstract

Purpose

Organisations operate in diverse cultural environment, which is a challenging task due to absence of cultural knowledge and difficulty in adapting the native culture that usually leads to expatriate failure. In this context cultural intelligence plays an important role in the adjustment of employees. The purpose of the study is to examine the mediating role played by cultural intelligence between cross-cultural training and cross-cultural adjustment relationship. It further analyses the moderating role of cross-cultural training and types of expatriate between cultural intelligence and cross-cultural adjustment relationship.

Design/methodology/approach

Set in a large culturally diverse emerging economy context, data have been gathered from 530 managers working in banking sector. Data have been duly assessed for reliability and validity.

Findings

The results revealed that cultural intelligence mediates cross-cultural training and cross-cultural adjustment relationship. Evidence from the analysis further suggests that cross-cultural training and types of expatriate moderate the relationship between cultural intelligence and cross-cultural adjustment. Lastly, the managerial and theoretical implications have been put forth for practical and academic perusal.

Research limitations/implications

The study is cross-sectional in nature and data have been collected from single source.

Practical implications

Organisations should design such training programmes, which motivate the managers to successfully complete out of home state assignment and help them to adapt in the cross-cultural situations.

Social implications

Culturally intelligent employees/managers are able to communicate with people belonging to diverse culture, which results in building trust, loyalty and cordial relationship amongst the people. This will create the feeling of unity in the society thereby bringing national as well as global peace.

Originality/value

The study develops the extant literature on cross-cultural training and types of expatriate as effective intercultural instruments to enhance the capability of the managers to interact and adjust in host region environment.

Details

Employee Relations: The International Journal, vol. 44 no. 1
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 1 February 2005

Marie‐France Waxin and Alexandra Panaccio

The paper examines what are the effects of the different types of cross‐cultural training (CCT) on expatriates' adjustment and whether prior international experience (IE…

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Abstract

Purpose

The paper examines what are the effects of the different types of cross‐cultural training (CCT) on expatriates' adjustment and whether prior international experience (IE) and cultural distance (CD) have a moderator effect on the effectiveness of CCT.

Design/methodology/approach

In a quantitative approach the paper examines the effect of four different types of CCT on the three facets of expatriates' adjustment, on a sample consisting of 54 French, 53 German, 60 Korean and 57 Scandinavian managers expatriated to India. The paper then examines the moderator effect of IE and of CD on CCT's effectiveness.

Findings

CCT accelerates expatriates’ adjustment. The type of CCT received matters. IE and CD have a moderator effect.

Practical implications

Implications for practice are identified.

Originality/value

The paper demonstrated the effectiveness of different kinds of CCT and the moderator effects of IE and CD.

Details

Personnel Review, vol. 34 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 22 June 2010

Chenyi Qin and Yehuda Baruch

The purpose of this paper is to explore the significance of cross‐cultural training and career attitudes for expatriation career move in the context of China, whether…

7232

Abstract

Purpose

The purpose of this paper is to explore the significance of cross‐cultural training and career attitudes for expatriation career move in the context of China, whether cross‐cultural training is perceived necessary, and the consequence of providing such cross‐cultural training.

Design/methodology/approach

Data were collected from 82 expatriates from a Chinese firm, some of whom were expatriated to a foreign country and others who were expatriated from foreign countries to China.

Findings

Expatriates adjusted well, and having a protean career attitude was a decisive factor. While the impact of cross‐cultural training prior to departure was not statistically significant, it was well received and considered important.

Research limitations/implications

A limitation is the limited sample size. Implications are presented for conducting cross‐cultural training.

Practical implications

Developing cross‐cultural training programs could add value to the firm and its people.

Originality/value

Using a particular Chinese firm the paper highlights the value and necessity of cross‐cultural training for successful expatriation.

Details

Career Development International, vol. 15 no. 3
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 8 November 2011

Sabina Cerimagic

The purpose of this paper is to find out if Australian project managers who are working in the United Arab Emirates (UAE) receive cross‐cultural training and if this…

1572

Abstract

Purpose

The purpose of this paper is to find out if Australian project managers who are working in the United Arab Emirates (UAE) receive cross‐cultural training and if this training helps them to adapt to the new environment and perform better.

Design/methodology/approach

The information on which this paper is based was obtained through semi‐structured interviews conducted with Australian expatriates who were working the UAE in 2009.

Findings

The findings suggest that cross‐cultural training is very important in that it helps minimise, although not eradicate, misunderstandings and inappropriate behaviours. Specific cross‐cultural training provides expatriates with information and guidance that is relevant and particular to the culture in which they will be working. The information provided should be on the destination country and its people and that country's specific culture, values, attitudes and appropriate behaviours.

Research limitations/implications

Providing expatriates with the appropriate cross‐cultural training is only useful if the expatriate is receptive and willing to learn. The best training in the world is useless if the expatriate is unwilling to learn. This research did not look at the selection criteria for expatriates. Selecting the right people, who are willing to learn and who enjoy new and sometime challenging environments, is paramount to the success of cross‐cultural training.

Originality/value

By providing expatriates with cross‐cultural training, expatriates are more likely to adapt to the new culture faster, which will in turn help the expatriates to perform at their full potential.

Details

Education, Business and Society: Contemporary Middle Eastern Issues, vol. 4 no. 4
Type: Research Article
ISSN: 1753-7983

Keywords

Article
Publication date: 28 December 2021

Li Chenyang

This research aims to provide an updated meta-analysis of cross-cultural training effectiveness through quantitatively reviewing the links between cross-cultural training

Abstract

Purpose

This research aims to provide an updated meta-analysis of cross-cultural training effectiveness through quantitatively reviewing the links between cross-cultural training and three outcomes: adjustment, cultural intelligence and job performance.

Design/methodology/approach

Drawing from 37 independent samples from 1991 through August 2021 involving a total of 7,040 trainees, the author adopt random-effects meta-analyses method to assess the relationships between cross-cultural training and three outcomes and examine potential moderators (i.e. training phase, training method and rating source) that influence these relationships.

Findings

The meta-analytical results mainly support our hypotheses. Cross-cultural training -adjustment exhibits a medium and significant positive effect, whereas cross-cultural training is positive significantly related to job performance and cultural intelligence of small effect sizes. Training method and data source significantly moderate the cross-cultural training's impact on cultural intelligence and performance correspondingly.

Originality/value

This study considers longitudinal statistics for measuring cross-cultural training effectiveness, breaking down the inadequacy of cross-sectional measurement and covers sub-dimensions of cross-cultural training outcomes to provide more comprehensive and advanced evidence of cross-cultural training effectiveness for the latest 30 years.

Details

Career Development International, vol. 27 no. 2
Type: Research Article
ISSN: 1362-0436

Keywords

Book part
Publication date: 1 January 2014

Paula Caligiuri and Ibraiz Tarique

In this chapter we examine the individual-level accelerators of global leadership development as they affect the acquisition of cross-cultural competencies through both…

Abstract

In this chapter we examine the individual-level accelerators of global leadership development as they affect the acquisition of cross-cultural competencies through both cross-cultural training and developmental cross-cultural experiences. Individuals’ cognitive ability, prior knowledge, and personality traits will accelerate the knowledge they gain from cross-cultural training. Their personality characteristics, language skills, motivation, and prior experience will facilitate the development of cross-cultural competencies from high-quality international experiences. We highlight an aptitude × treatment interaction approach whereby the level of a given individual-level attribute affects how global leaders will respond to instructional methods, cross-cultural experiences, or developmental opportunities. The chapter suggests that global leaders’ individual differences can accelerate (or possibly impede) the developmental gains in their cross-cultural competencies.

Open Access
Article
Publication date: 5 April 2021

Oscar Dousin and Rini Suryati Sulong

In the study of expatriation and expatriate adaptation, there are limited studies that focus on issues faced by expatriates working in foreign countries with very distinct…

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Abstract

Purpose

In the study of expatriation and expatriate adaptation, there are limited studies that focus on issues faced by expatriates working in foreign countries with very distinct cultures. This study aims to explore this idea through the experiences of western expatriates working in the Kingdom of Saudi Arabia (KSA). Two research questions were posed to examine the cross-cultural issues and challenges faced by expatriates in the KSA, as well as the role of cross-cultural training in expatriate adjustment.

Design/methodology/approach

The study was guided by an interpretivism paradigm through a qualitative method by using a semi-structured in-depth interview approach. Interviews were conducted among 12 expatriates from the USA and UK who are currently working in KSA.

Findings

A coding technique and theoretical thematic analysis was conducted to analyze the data. The results of this study highlighted three key themes that had a considerable influence on expatriates’ adjustment, in particular: culture shock, lack of pre-departure training and the demand for an extensive cross-cultural training.

Research limitations/implications

It is acknowledged that the existence of sub-cultures within the KSA would expose the respondents to varying cultural values within the community. Thus, future studies within a similar context should consider the influence of intra-cultural variations.

Originality/value

The findings of the study emphasized on the importance understanding the cultural gap between home and host country and the individual cultural awareness of the expatriate. It calls attention to the need for a tailored and extensive pre-departure, cross-cultural training and a collaborative effort between employees’ and managers to improve expatriates’ motivation and retention.

Details

Rajagiri Management Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0972-9968

Keywords

Article
Publication date: 1 July 1992

Laubie Chi‐sum Li

Suggests that the lack of attention given to pre‐departure formanagers selected for overseas assignments is due to the isolation ofhuman resource management (HRM…

Abstract

Suggests that the lack of attention given to pre‐departure for managers selected for overseas assignments is due to the isolation of human resource management (HRM) functions from corporate strategy (CS). Develops a framework for determining the appropriate approaches to and methods of cross‐cultural training according to the degree of HRM‐CS integration in the multinational company (MNC). Using this framework as the backdrop formulates four propositions for the design of cross‐cultural training activities, based on behavioural‐experiential, cognitive and affective methods. Concludes that the validity of the four propositions should be tested through field research, and that the framework be used by HRD practitioners as an interim tool to determine appropriate cross‐cultural training methods in MNCs.

Details

Journal of Management Development, vol. 11 no. 7
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 February 2005

Jan Selmer

Joint ventures remain the largest group of foreign‐invested enterprises in China. Given the high level of potential conflict, this paper examines whether Western…

14535

Abstract

Purpose

Joint ventures remain the largest group of foreign‐invested enterprises in China. Given the high level of potential conflict, this paper examines whether Western expatriates in joint ventures benefit from cross‐cultural training.

Design/methodology/approach

A mail questionnaire targeted business expatriates assigned by Western firms to joint ventures and other types of organisations in China.

Findings

Results show that training had a weak positive association with work adjustment for expatriates in joint ventures, but no relationship with work adjustment for Western managers in other types of operations.

Research limitations/implications

Data were collected through a self‐report questionnaire and a cross‐sectional approach was applied. However, the scale measuring sociocultural adjustment may have some potential problems.

Practical implications

This paper emphasises the work context in China when training expatriate candidates. Alternatively, individuals should be selected with recent positive experiences of the host country and work task at hand. Such experience could be regarded as a perfect substitute for cross‐cultural training

Originality/value

The distinction between different organisational contexts in assessing the effect of cross‐cultural training constitutes a novel approach. The study contributes to the literature on the effectiveness of cross‐cultural training of business expatriates in general and the impact of their organisational setting in particular. It is important to notice that the improved adjustment covers the very reason for the foreign assignment, the work duties of the expatriate manager.

Details

Personnel Review, vol. 34 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

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