What are the most important ways that human resources help expatriates adjust and succeed in a long

journal article

Expatriate Assignments: Enhancing Success and Minimizing Failure

The Academy of Management Executive (1987-1989)

Vol. 1, No. 2 (May, 1987)

, pp. 117-125 (9 pages)

Published By: Academy of Management

https://www.jstor.org/stable/4164735

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Abstract

The high rate of expatriate failure among U.S. multinationals stems from several factors: the family situation, lack of cross-cultural relational abilities, the short duration of overseas assignments, problems of repatriation, overemphasis on the technical competence criterion to the disregard of other important attributes such as relational abilities, and inadequate training for cross-cultural encounters. Tung examines the expatriation policies of 17 European and 18 Japanese multinational firms that experienced significantly lower incidences of failure than American multinationals, and found the common denominators to successful performance in these firms. They were (1) long-term orientation with regard to overall planning and assessment of performance, (2) use of more rigorous programs to prepare candidates for overseas assignments; (3) provision of a comprehensive support system to expatriates; (4) overall qualification of candidates for overseas assignments; and (5) restricted job mobility. In the European multinationals, three additional factors enhanced the incidences of success: their international orientation, longer history of overseas operations, and language capability. In the Japanese firms, two other factors that accounted for the lower failure rate were selection for overseas assignments and the role of the family. On the basis of these findings, Tung suggests that to enhance expatriate success and minimize failure, U.S. multinationals (1) adopt a longer-term orientation with regard to expatriate assignments and provide support mechanisms at corporate headquarters to allay concerns about repatriation; (2) develop a more international orientation; and (3) provide more rigorous training programs to prepare expatriates for cross-cultural encounters.

Publisher Information

The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging.

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