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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.