Expatriate Success Research Articles

Comparing the success of male and female expatriates from a US-based multinational company

This paper examines the differences between male and female expatriate employees along three criteria of global assignments: (1) cross-cultural adjustment, (2) desire to terminate the assignment and (3) supervisor-rated performance. Participants were ninety-eight expatriate employees from a US-based multinational organization. The countries to which these expatriates were assigned varied along the four work values proposed by Hofstede (1980). These dimensions were used first to determine which of the underlying cultural work values are associated with the number of women in managerial positions. The results suggest that all of the dimensions, except masculinity, were related to the participation of women in managerial roles. Second, these dimensions were used to examine whether these work values differentially affect male and female expatriates' success. Two work-values (power distance and masculinity) negatively affect the cross-cultural adjustment of expatriate women (compared to their male counterparts). These results suggest there are no significant differences between men and women in either supervisor-rated performance or desire to terminate the assignment, regardless of cultural values. The implications for why certain work values may negatively affect women's cross-cultural adjustment are discussed.

5.4.2 Applying Systems Thinking to Expatriate Selection

ABSTRACTA key factor in expatriation success starts with an effective selection process. Unfortunately, the expatriate selection process is often rushed and unstructured, resulting in poor expatriate performance or the cancellation of assignments. Systems thinking can provide structure and discipline to improve this process and, thus, expatriates' performance potential. Systems thinking can also assist corporations in defining expatriate selection as a problem that can be solved through developing a methodology that adequately addresses the problem, delineates feasible solutions to the problem, and provides feedback to improve the methodology used. Furthermore, such methodology can reduce selection costs and enhance expatriate performance. This paper shows the need for systems thinking in expatriate selection and describes how a systems methodology may be applied to expatriate selection.

Increasing expatriate success while decreasing corporate costs

Performance ImprovementVolume 36, Issue 7 p. 22-30 Article Increasing expatriate success while decreasing corporate costs Jean Rowe McFarland, Jean Rowe McFarland Jean Rowe McFarland, Ph.D., is vice-president of G. P. Morgan & Associates, a consulting firm specializing in the areas of international sales, market planning, and cultural preparedness. She may be reached at G. P. Morgan & Associates, 15709 Fairwood Lane, Minnetonka, Minnesota, 55345; telephone: (612) 924–7970; or fax: (612) 932–0569.Search for more papers by this author Jean Rowe McFarland, Jean Rowe McFarland Jean Rowe McFarland, Ph.D., is vice-president of G. P. Morgan & Associates, a consulting firm specializing in the areas of international sales, market planning, and cultural preparedness. She may be reached at G. P. Morgan & Associates, 15709 Fairwood Lane, Minnetonka, Minnesota, 55345; telephone: (612) 924–7970; or fax: (612) 932–0569.Search for more papers by this author First published: 17 January 2008 https://doi.org/10.1002/pfi.4140360707Citations: 4 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume36, Issue71997Pages 22-30 RelatedInformation

EXPATRIATE ADJUSTMENT ON FOREIGN ASSIGNMENT

As well as normal job‐related skills the expatriate and the host‐country organization must master cross‐cultural skills. Expatriates experience an adjustment process which is influenced by several antecedents. Recommends focusing on four different but interrelated adjustment processes. The level of adjustment and expatriate success is hypothesized to have positive correlation. Presents a wave‐curve hypothesis to illustrate the relationship between expatriate adjustment, expatriate work commitment, and expatriates′ decision to leave prematurely.

Reducing expatriate failure

The failure rate of American executives placed in overseas assignments is unacceptably high. Better selection techniques and training methodologies could help improve the chance of success of expatriates.

ET GO HOME? THE SUCCESSFUL MANAGEMENT OF EXPATRIATE TRANSFERS

Discusses research in the literature about the expatriate manager as a unit of resource. The research to date has largely addressed concerns for the high failure rate and costs of expatriate assignments, suggestions for improving methods of personnel selection; comparative studies of expatriate and local managers; and recommendations for improving expatriate success. Notes that rarely are the problems of expatriate personnel addressed collectively, particularly with a focus on Asia. Discusses effectiveness of expatriate assignments within the totality of four distinctive phases: selection; preparation; acculturation; and repatriation. Provides a valuable foundation for providing organizational recommendations to enhance the success of future expatriate placements.

The Other Half of the Picture: Antecedents of Spouse Cross-Cultural Adjustment

Scholars have argued that the adjustment of the expatriate's spouse is an important factor in the success or failure of expatriates in overseas assignments; however, they have not empirically examined which factors are related to spouse adjustment. This study is the first to systematically examine the antecedents of spouse cross-cultural adjustment to interacting with host country nationals and to coping with the general, foreign environment. The results indicate that firms seeking the spouse's opinion about the international assignment, the spouse's self-initiated predeparture training, and social support from family and host country nationals during the overseas assignment have a positive relationship with spouse interaction adjustment. Additionally, firms' seeking the spouse's opinion about the international assignment and standard of living have a positive relationship with spouse general adjustment, while firm-provided training and culture novelty have negative relationships with spouse general adjustment. Several important research and practical implications are explored.

Expatriation: Challenges and recommendations

The globalization of market competition and the coordination of international activities are among the most important issues facing today's multinational organizations. In order to deal with these issues, companies have to recruit, select, and develop an adequate supply of qualified staff able and willing to oversee the contracts between the parent firm and its international operations. This article gives an overview of the current state of knowledge with respect to the topic of expatriation. This is done in an effort to identify the factors associated with expatriate success and to examine determinants of expatriate failure. Based on the factors included in the model, the article then goes on to look at the specific human resource management practices that may help multinational companies and their expatriates deal effectively with the challenges of expatriation.

MANAGING EXPATRIATES

Introduction Expatriate managers are crucial members of all major multinational corporations (MNCs). And they are very expensive. To send a manager abroad can typically cost three times what it would cost to keep him or her at home. The expatriate managers' success is vital to their corporation, and to the country in which they work. Their failure, or their underperformance, can be ruinous.