Utilizing the U-Curve Model to Assess Cross-Cultural Training Programs for Low Context Expatriates Working in a High Context Culture

Lawson, Sheron; Shepherd, J. C.

doi:10.33423/jbd.v19i1.1352

Cited by 5 publications

(6 citation statements)

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“…Adequate cross-cultural training has long been viewed as a way of ensuring refinement and development of the competencies required by expatriates to adjust and work in a foreign country (Bird and Mendenhall, 2016;Lawson and Shepherd, 2019). The effectiveness and adequacy of cross-cultural training to enhance expatriate adjustment is corroborated in the literature (Caligiuri, 2017;Sokro et al, 2021;Zhang and Peltokorpi, 2016).…”

Section: Cross-cultural Training Adequacy and Expatriate Adjustmentmentioning

confidence: 94%

Cross-cultural training and expatriate adjustment: an assessment of expatriates on assignment in African countries

Iheanachor,

Costa-Climent,

Ulrich

et al. 2024

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PurposeThis study aims to contribute to the enrichment of the literature by examining the impact of cross-cultural training on expatriates’ adjustment of Nigerian bankers on expatriate assignments in other African countries.Design/methodology/approachData on cross-cultural adjustment from expatriate employees in five banks that collectively accounted for over 80 per cent of Nigerian banks with subsidiaries in other African were systematically selected for the investigation. This data was collected quantitatively via a survey instrument. Independent sample t-test, analysis of variance (ANOVA) and regression analysis were deployed in analyzing the data.FindingsThe study found that cross-cultural adjustment varied significantly across the different categories of gender, age, marital status, previous expatriate training, previous expatriate experience, and duration of expatriation. The study concludes that in order to attain higher levels of adjustment African banks and other organizations should provide a more comprehensive cross-cultural training program that mirrors the needs of employees following a detailed needs analysis. Also, the training must be sequential and not a one-off approach.Originality/valueThe literature though still nascent is largely focused on expatriate preparation and adjustment for expatriates moving from Western-to-western contexts and very little exists in the literature on how multinationals from Non-Western contexts like Africa prepare their staff for expatriation and its consequent impact on their adjustment. This study aims to enrich the literature by examining the impact of cross-cultural training on expatriates’ adjustment of Nigerian bankers on expatriate assignments in other African countries.

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Section: Cross-cultural Training Adequacy and Expatriate Adjustmentmentioning

confidence: 94%

Cross-cultural training and expatriate adjustment: an assessment of expatriates on assignment in African countries

Iheanachor,

Costa-Climent,

Ulrich

et al. 2024

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“…As Indonesia consists of 34 large ethnic groups, culture and customs in Indonesia vary by province [12]. Organization needs to provide pre-departure training about the culture and customs of the region, and provide assistance prior to their arrival [13]. Employee could quickly adapt with the culture and norms of the organization, as well as the accepted communication protocol among staffs, if they are provided with support and assistance from the local employee.…”

Section: Conclusion and Managerial Implicationmentioning

confidence: 99%

Phenomenological Study Regarding the Consequences of Job Relocations

Perdhana¹,

Sawitri²,

Permana³

2021

Proceedings of the International Conference on Psychological Studies (ICPSYCHE 2020)

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The aim of this study is to investigate employee's perceptions of job relocation in Alpha Corp, a government organization with representative office located in all provinces in Indonesia. Despite the utilization of job relocation to improve employee's work quality and achieving organizational goals, employees might be reluctant to be relocated. In some cases, the reluctance grow into stress that might results to burnout and job dissatisfaction. To investigate employee perception on job relocation, this study utilized qualitative phenomenology approach. Data were obtained from interviews involving 5 participants. Open ended question were asked to the participant to share the story about their job relocation history throughout their career in Alpha Corp. The results demonstrates employees' awareness on about the consequences of working in Alpha Corp. Although the job relocation's timing is unpredictable, employees would like the organization to consider the psychological impact for the transferred employees and the family, since frequent adaptations to new local cultures and work environment could lead to burnout and intention to quit from the organization. Other implication for managerial practice were discussed.

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“…The HRO can initiate training during the expatriate's pre-arrival and post-arrival, as shown in Table 1. It is recommended (Lawson & Shepherd, 2019) that the proper training methods be implemented and at the correct time. Didactic and cultural awareness training should occur during the pre-arrival of the employee in the host country.…”

Section: Bridging the Gapmentioning

confidence: 99%

“…Interaction and cultural awareness should be post-arrival in the host country and should include both the expatriates and the host country employees. This makes the process of expatriates' assimilation and acculturation a smoother one because of the knowledge that is shared in understanding the similarities and differences that exist (Lawson & Shepherd, 2019). Class observations are helpful, but employees can attest that observations and the practical aspect of a job are different.…”

Section: Bridging the Gapmentioning

confidence: 99%

“…The Problem Lawson and Shepherd (2019) indicated that cross-cultural training was lacking for employees who were moving to another country for employment. As a consequence, organizations failed to prepare the employees on the necessary knowledge, social etiquettes, and skills which led to them returning to their home country earlier than anticipated or their own personal failure in the job (Black, 1988(Black, , 1990.…”

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confidence: 99%

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Expatriate Experiences and the Role HRD plays in Cultural Awareness in International Companies

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Henry-Campbell

2021

New Horizons in Adult Education and Human Resource Development

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The purpose of this paper is to examine underlying factors that hinder the expatriate experience and the ways quality‐controlled training methods can be delivered to them in order to acclimatize into different cultures. Companies see transatlantic business expansion as a critical piece of their agenda in the quest for greater market share. In this environment, the Human Resource professional is a consultant, tasked with stripping away the transactional approach to managing the expatriate process and replacing it with systems, policies and programs. An integrated learning and development plan can support the preparatory obligations from the perspective of the company.

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Utilizing the U-Curve Model to Assess Cross-Cultural Training Programs for Low Context Expatriates Working in a High Context Culture

Cited by 5 publications

References 0 publications

Cross-cultural training and expatriate adjustment: an assessment of expatriates on assignment in African countries

Cross-cultural training and expatriate adjustment: an assessment of expatriates on assignment in African countries

Phenomenological Study Regarding the Consequences of Job Relocations

Expatriate Experiences and the Role HRD plays in Cultural Awareness in International Companies

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