The impact of cross-cultural training for expatriates in a Chinese ﬁrm Chenyi Qin and Yehuda Baruch
Norwich Business School, University of East Anglia, Norwich, UK Abstract
Purpose – The purpose of this paper is to explore the signiﬁcance of cross-cultural training and career attitudes for expatriation career move in the context of China, whether cross-cultural training is perceived necessary, and the consequence of providing such cross-cultural training. Design/methodology/approach – Data were collected from 82 expatriates from a Chinese ﬁrm, some of whom were expatriated to a foreign country and others who were expatriated from foreign countries to China. Findings – Expatriates adjusted well, and having a protean career attitude was a decisive factor. While the impact of cross-cultural training prior to departure was not statistically signiﬁcant, it was well received and considered important. Research limitations/implications – A limitation is the limited sample size. Implications are presented for conducting cross-cultural training. Practical implications – Developing cross-cultural training programs could add value to the ﬁrm and its people. Originality/value – Using a particular Chinese ﬁrm the paper highlights the value and necessity of cross-cultural training for successful expatriation. Keywords Expatriates, Performance management, Cross-cultural management, China Paper type Research paper
Received 2 January 2009 Revised 19 February 2010 11 March 2010 Accepted 11 March 2010
Career Development International Vol. 15 No. 3, 2010 pp. 296-318 q Emerald Group Publishing Limited 1362-0436 DOI 10.1108/13620431011053758
Introduction There is a clear evidence for the positive impact of HRM practice on organizational performance, starting with the seminal work of Huselid(1995), and followed by further evidence, backed up by...