An integrative model of attitudes toward immigrants

Globalization and the inward flow of immigrants: Issues associated with the inpatriation of global managers

“…The cultural distance between the inpatriate managers' home country and that of the headquarters organization can be used as a quasi indicator of the level of cultural displacement and culture shock that the inpatriate manager (and family) will experience upon relocation to the headquarters' home country (Eden & Miller, 2004). The potential "disconnect" between the inpatriate manager and the environment is a critical issue when developing training programs for inpatriate managers who have different levels of cultural distance/novelty when entering the home country of the headquarters organization (Ward & Masgoret, 2006).…”

“…Thus, the goal of the inpatriation program is to decrease the degree of uncertainty associated with the change that foreign managers face when entering a domestic organization. By decreasing this uncertainty, there is a greater chance that adjustment into the organization and culture will be accomplished (Ward & Masgoret, 2006, 2008. Adjustment into the organization and culture enables the inpatriate manager to deliver services more effectively and efficiently, which in turn makes the others in the organization more satisfied, thus decreasing the perception of liability of foreignness of the inpatriate manager (Eden & Miller, 2004;Matsuo, 2000;Mezias, 2002;Sethi & Guisinger, 2002).…”

“…Understanding that inpatriate managers go through this stage of organizational integration will further emphasize the importance of the inpatriation program that organizations implement. Each step taken toward pluralism hereafter requires increased levels of comfort in the new culture and environment by the inpatriate managers (Ward & Masgoret, 2006).…”

“…During assimilation, minority groups gradually begin to adopt the customs and attitudes of the prevailing macro organization cultures (Alba & Nee, 1997;Ward & Masgoret, 2006). Thus, the survival skills that the inpatriate worker learned during the initial stage of organizational integration form a foundation of trust with domestic managers (Childs & McMackin, 1996;Kramer & Tyler, 1996;Cox, 2004).…”

Sociocultural Models of Second-Language Learning of Young Immigrants in Canada

“…Therefore, how can a person succeed when that person cannot communicate efectively with other people on a daily basis? Most research has focused on the fact that language proiciencies in the mainstream language play a key role in most accounts of acculturation [1, 2,6,9,10]. However, there has been surprisingly litle research conducted that examines how cultural orientation and participation have an impact on language learning in the mainstream society.…”