New developments in executive relocation practices

Rushing, Kristine; Kleiner, Brian H.

doi:10.1108/01409170310783745

Cited by 11 publications

(7 citation statements)

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“…Bright (2008) asserts that there are negative correlations between language skills, previous experience with that of socio-cultural adjustment. In this context, the findings contradict many previous studies, which have found that language skills and previous experience are most influential factors on three facets of socio-cultural adjustment (Andreason, 2003;Bhaskar Shrinivas et al,2004;Bird, Black & Stephens, 1989;Fenner, 2005;Garson, 2005;Hechanova et al,2003;Johnson et al,2006;Mendenhall & Oddou, 1985;Rushing & Kleiner, 2003;Sargent, 2002;Selmer, 2001;Selmer, 2005;Shaffer et al,1999;Shim, 2001;Von Glinow et al,2004).…”

Section: A Critical Overview On Socio-cultural Adjustment and Job Percontrasting

confidence: 98%

Socio-Cultural Adjustment and Job Performance Among Expatriates: A Critical Overview

Uddin¹,

Hussin²,

Rahman³

2019

IJHRS

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The significant aspect of the migration process is the adjustment to the socio-cultural as well as work conditions of the host country. Expatriates’ by and large, come from quite different socio-cultural backgrounds and different work conditions. They are acquainted with different norms and used to different work ethics which have shaped their performance and relations with persons at work. They have to work in a new situation with new personnel and have to adjust to the entire new socio-cultural and working scenarios. It is interesting yet a problematic phenomenon to study their social life, their adjustment to the new socio-cultural milieu, work environment and adoption to innovation in professional arenas. Thus, if the expatriates in one hand can adjust to the situation, they may perform their job well and complete their assignment; otherwise, their stay in the host country will adversely be affected. Thus, socio-cultural adjustment along with innovation adoption is an important phenomenon that affects expatriates’ stay in the host country, their performance at work and relation with co-workers. The research will carry out using the secondary sources; an overview of existing literatures. It will help to rectify the factors associated to suitable candidates for the organizations/institutions to hire the competent and multiskilled expatriates to host country.

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Section: A Critical Overview On Socio-cultural Adjustment and Job Percontrasting

confidence: 98%

Socio-Cultural Adjustment and Job Performance Among Expatriates: A Critical Overview

Uddin¹,

Hussin²,

Rahman³

2019

IJHRS

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“…However, we acknowledge that the model presented here is a work-in-progress and will evolve as research in this area develops. We feel that with the high costs of expatriate assignments and failure (Poe, 2002;Rushing & Kleiner, 2003), and with the number of expatriates increasing (Voigt, 2001), the issue of expatriate management will continue to be important. We hope that future research will continue to adopt the HCN perspective in other productive ways and advance our understanding of various psychological and social processes in MNEs.…”

Section: Resultsmentioning

confidence: 99%

Host country nationals as socializing agents: a social identity approach

2007

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SummaryA major challenge facing Multinational Enterprises (MNEs) is finding ways to increase the success rates of managers assigned overseas. Our paper draws upon social identity theory to develop a model that focuses on the role of host country nationals (HCNs) in determining the adjustment of expatriate managers. Specifically, our model proposes attributes of the expatriate and the HCN that can increase the salience of national identity and outgroup categorization of expatriates by the HCNs. We also suggest how outgroup categorization interacts with a number of situational factors to influence the role of HCNs as socializing agents for expatriate newcomers. Finally, we propose that the socializing behaviors HCNs may display or withhold from the expatriate will affect the adjustment of the expatriate. Our model highlights the oftenoverlooked partners in the expatriate adjustment process and emphasizes the need for MNEs to be cognizant of the social dynamics between HCNs and expatriates in the host location.

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“…Scholars have been discussing training, mentoring, and coaching to aid the transition back to the home environment for more than a decade (see Andreason & Kinneer, 2005;Cavusgil, Yavas, & Bykowicz, 1992;Forster, 2000;Hocking, Brown, & Harzing, 2007;Mezias & Scandura, 2005;Rushings & Kleiner, 2003;Swaak, 1997). More recently, scholars have raised concerns about wasted opportunities for transferring learning from foreign locations to the home environment and have called for supportive human resource (HR) practices to aid such transfers (see Andreason & Kinneer, 2005;Furuya, Stevens, Oddou, Bird, & Mendenhall, 2007;Harvey & Novicevic, 2006;Lazarova & Caligiuri, 2001;Lazarova & Tarique, 2005;Minbaeva, 2007;Stevens, Oddou, Furuya, Bird, & Mendenhall, 2006).…”

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confidence: 99%

Thinking strategically about integrating repatriated managers in MNCs

Jassawalla

Sashittal

2009

Human Resource Management

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Although multinational corporations (MNCs) invest considerable resources in sending managers on foreign assignments, too many managers report dissatisfaction with their postrepatriation careers, and a signifi cant percentage leave the fi rm within a year. This failure to harness learning and develop a cadre of globally trained managers raises questions about the current objectives and strategies that drive the investment in expatriation. A study of managers who had recently completed their expatriate assignment points to underorganized home offi ce operations, poorly defi ned mentor roles, and large gaps between managers' expectations and reality as key contributors to the problem. This paper calls for a strategic orientation toward managing the expatriate function and proposes a comprehensive confi guration of processes, systems, and structures necessary for implementing new strategies for developing the next generation of globally trained managers.

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New developments in executive relocation practices

Cited by 11 publications

References 0 publications

Socio-Cultural Adjustment and Job Performance Among Expatriates: A Critical Overview

Socio-Cultural Adjustment and Job Performance Among Expatriates: A Critical Overview

Host country nationals as socializing agents: a social identity approach

Thinking strategically about integrating repatriated managers in MNCs

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