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abroad? Pr
Introduction
The world is becoming more globalized, more people working abroad
The decreased cost of travel and ease of new settlement has meant a large
increase in the number of people working abroad.
Torbiorn (1982) proposed three reasons for which individuals might be
sent abroad: to ensure that operations abroad go as planned and to secure
staff loyalty (control), to evaluate and transmit salient information
between company operations (contact/coordination), and to provide
technological and administrative services (know-how).
Hence there is great interest in cross-cultural psychology, particularly
national and cultural differences in organization behaviour like styles of
leadership, negotiation, motivation, and reward allocation (Smith and
Bond, 1998)
Whilst some people thrive, others are unable to adapt
McDonald (1993) – 25-40% of expatriate managers failed in their
objectives
Brewster (1991) – 20-50% of expatriates return early – “failure”
This essay explores the potential problems people run into due to
working in a new culture
Who typically gets sent abroad?
Older, married expatriates tend to be senior managers
Younger, single managers tend to be technical specialists
P1 – Culture shock – the challenge of experiencing a new culture
Going into a new culture can be difficult
Oberg (1960) was the first to talk about culture shock and identified six
aspects of culture shock: strain, sense of loss, feelings of deprivation,
confusion, surprise/anxiety/disgust/indignation at cultural differences,
feelings of impotence at not being able to cope with the new environment
Why do people experience culture shock? (Furnham & Bochner, 1986)
Loss and grief
Locus of control/fatalism
Social Darwinism
Realistic expectations
Number of negative life experiences
Social support network
Value differences
Social skills of person dealing with culture
Latter four have been found to be the best predictors
Very little training to prevent these kinds of problems^
How many people does culture shock affect? Who does it affect?
According to a survey by Right Management: 42% of overseas
assignments are judged to be failures by senior executives
Lack of corporate support and family issues are the biggest reasons for
failure
How do people respond to culture shock?
Bochner (1982) – response to new cultures
Passing response, chauvinistic response, marginal response, mediating
approach
The U-curve – Lysgaard (1955)
People go through three phases – initial adjustment, crisis, and regained
adjustment
Implied that period of adjustment typically takes 20 months, with some
point between 6 and 18 months being the bottom of the U
If one traces the sojourner’s level of adjustment, adaptation, and
wellbeing over time, a U-shape occurs, such that satisfaction and
wellbeing decline and then increase after the adjustment period
Re-entry U curve can also occur when returning to the original culture
Gaw (2000) looked at reverse culture shock in American students
returning home. Many felt alienated, lonely, depressed, and confused
Bochner, Lin, and McLeod (1980) have shown that returning expatriates
anticipate that they will be subjected to contradictory social expectations
o In particular, think there will be ambivalence in the treatment they
will receive from professional, peer, family, and friend groups
o Rate of resolving may vary, and could account for an absence of a
W curve in some studies
Conclusion
The challenge of trying to adapt to the culture whilst simultaneously
acting in the best interests of the company (for businessmen who are sent
by a company) – culture shock does not make it easy
Coming to a new country, working for a company in a new location with
new employees, combined with trying to adapt to the new culture whilst
maintaining the company’s best interest cannot be easy. Therefore, one f
the biggest things we can do is impose training programmes to make the
transition for employees as easy as possible.
Provide a critique of the concept “culture shock”
Introduction
World becoming globalized, demand for expatriates higher than ever
(Bansal et al., 2012)
Torbiorn (1982) expatriates deployed for 3 reasons
However, failure rate high (<40% fail objectives) (McDaniel et al., 1993)
20-50% expatriates returning earlier than anticipated (Brewster, 1991)
Concept of culture shock has been cited as a reason for failure (Furnham,
2005).
This essay will provide a critique of culture shock: why individuals
experience it, the factors that predict whether they will successfully adapt
to it, and whether training to adapt to culture shock can improve
expatriate outcomes.
P1 – Why individuals experience it – reasons for culture shock
Oberg (1960) was the first to talk about culture shock and identified six
aspects of culture shock: strain, sense of loss, feelings of deprivation,
confusion, surprise/anxiety/disgust/indignation at cultural differences,
feelings of impotence at not being able to cope with the new environment
The U-curve – Lysgaard (1955) – adjustment, crisis, regained adjustment
Experience can predict the type of curve
Furnham & Bochner, 1986 – factors that explain culture shock.
Geographical and cultural distance did not affect adjustment in a study by
Puck et al (2008)
P2 – Factors that predict adaptation
Zlobina et al (2006) – 11 predictor variables. Most powerful predictors:
length of residence in new culture, immigration status (being an “illegal”
immigrant), and perceived discrimination
Older, more experienced individuals tend to be better at coping with
geographical differences (Furnham & Bochner, 1986)
Success: Caligiuri and Tarique (2008) – highly extraverted leaders with a
greater number of high-contact, cross-cultural leadership experiences
proved to be the best global leaders
Cultural intelligence? CQ = “an individual’s competence to function and
manage effectively in culturally diverse settings” (Ang & Van Dyne, 2008,
p. 3)
P3 – Does training improve expatriate outcomes?
Moon, Choi, & Jung (2012) – comprehensiveness (rather than length) of
CCT training related to improvement, with mediating effect of CQ and
moderating effect of goal orientation. But CQ was measured using self
report
Morris and Robie (2001) – meta-analysis provided mixed results,
suggested that the impact of CCT on expatriate adjustment might well be
overestimated
Puck, Kittler, & Wright (2008) – impact of CCT minimal, though foreign
language yes. Interviewee: “challenges are way to extensive to be covered
by intercultural training – most things work best when learning by doing”
Overall, there is much work needed to be done in the field of training to
adapt to settling in new cultures, and language is crucially important –
essential for communication
MNCs often neglect the importance of language skills. Language can
provide insight into culture in a much more intuitive way – appreciates
the culture fully rather than just being told about it – learning the
language often requires speaking to natives anyway.
Conclusion
The challenge of trying to adapt to the culture whilst simultaneously
acting in the best interests of the company (for businessmen who are sent
by a company) – culture shock does not make it easy. Lievens et al (2003):
“the selection of international managers is still intuitive and unsystematic
and often based solely on job knowledge and technical competence” (p.
476)
Promising work suggests that the most important thing for companies to
do is focus on the individual – marital status, needs/wishes, and
personality, as well as focus on improving training methods.