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EXPATRIATE WORKERS AS CULTURAL BRIDGE BUILDERS:
A QUALITATIVE STUDY OF THE EXPATRIATE EXPERIENCE
Diana C. CooperDoctoral Candidate
Human Resource DevelopmentUniversity of Minnesota
4005 Natchez Avenue SouthEdina, MN 55416(952) 200-5903
Conference Stream: Critical Perspectives in HRDRefereed paper
Keywords: Expatriate adaptation; Intercultural training; Global HRD
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EXPATRIATE WORKERS AS CULTURAL BRIDGE BUILDERS:A QUALITATIVE STUDY OF THE EXPATRIATE EXPERIENCE
ABSTRACT
International assignments are on the rise for employees inmultinational corporations (GMAC, 2006). Expatriateworkers find themselves immersed in a foreign culture,commissioned to achieve important business objectives. The20-30% failure rate of expatriates is defined by earlyrepatriation or damaged work relationships related to anexpatriate’s inability to adapt to another culture. Thisqualitative study presents findings from the content analysisof narratives collected from employees from five continentsregarding their experience working for a U.S. multinationalcompany in 2008.
Keywords: Expatriate adaptation; intercultural training; Global HRD
International assignments are on the rise for employees in multinational corporations
(GMAC Relocation Survey, 2006). Workers employed by multinational corporations
(MNC’s) often accept an international project for professional and personal
development. These “expatriates” find themselves immersed in a foreign culture while
given responsibility for highly visible business initiatives. They need to adjust quickly to
a new culture and job, navigating language, social, and management differences in their
professional role while dealing with the logistics of a transcontinental move.
Researchers in the field of international management and training have examined the
challenges of international assignments to provide MNC’s with guidance to reduce the
20-30% failure rate of expatriate workers, defined by early repatriation or damaged work
relationships related to an expatriate’s inability to adapt to another culture (Adler, 2008;
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Black & Gregersen, 1999; Caligiuri & Stroh, 1999; Earley & Mosakowski, 2004; House,
et al, 2002; Tung, 1987). Past studies have focused on expatriate selection,
preparation, and cross-cultural adaptability.
This qualitative study examines expatriate employee narratives from interviews with
a sample of eleven workers from five continents working for a U.S. based. Ethnographic
research methods and phenomenology were used to gather and interpret data. The
study participants share a strong motivation to learn a new culture and act as cultural
bridges between their culture and the culture of their assignment. The findings support
existing theories on cross-cultural training and adaptation while revealing the important
role human resources and work colleagues play in an expatriate’s success. The support
of family and challenge of intercultural communication are dominant themes.
Opportunities for future research include intercultural adaptability assessment of
employees before and after assignment as well as the influence of expatriate spouses
and managers on the expatriate experience.
The Theoretical Framework and Literature Review
Researchers use different measures of international worker success, but two key
indicators are 1) the expatriate’s ability to adapt to a foreign culture and complete the
assigned project effectively without early repatriation, and 2) the employee managing
the assignment in a way that builds relationships and does not alienate foreign workers,
governments, or customers (Oddou, 2002). U.S. MNC’s report a 20-30% failure rate of
managers selected for an international assignment (Black & Gregersen, 1999).
Organizations are concerned about the performance of expatriate workers because the
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financial investment is great and performance is critical. Companies may invest
upwards of a quarter of a million dollars on one expatriate package for an annual tour of
duty overseas (Deloitte and Touche TCHRA seminar, 2008; Black & Gregersen, 1999).
Over the past twenty-five years, various research paradigms have been used to gain
insight into ways to improve selection, support, and development of expatriate workers.
The purpose of this study is to investigate the expatriate experience in the first decade
of the new millennium.
Cultural Intelligence: Traits, Self-efficacy, & Social Learning Theory
The successful expatriate worker shows a keen interest in different cultures and
learning to interact effectively, socially and professionally, internationally. Earley and
Mosakowski (2004), have used the term “cultural intelligence” (CQ) to describe the
aptitude for engaging in appropriate behaviors to adapt to foreign contexts. Thomas
(2002), maintains that a clear sense of one’s identity and personal humility in the face of
cultural mishaps is fundamental to the ability to adapt across cultures. This
demonstrates self-efficacy: persistence in attempting to attain an outcome in the face of
obstacles and mistakes (Vroom, 1964). Two components of CQ that may be developed
are the “mindfulness” of one’s motivation behind certain behaviors and the “hardiness”
to learn and grow when faced with unfamiliar or frustrating situations. The evidence that
“cultural intelligence” is trainable through experience with customs, norms, and beliefs
of other cultures is rooted in social learning theory (Bandura, 1977; Black & Mendenhall,
1990).
Cultural Dimensions
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Culturally acceptable behaviors vary depending upon a group’s value system.
Extensive research has shown that these values are reflected in dimensions of culture
which differ regionally with respect to concepts of power in relationships, monochronic
or polychronic time orientation, uncertainty avoidance, the value of collectivism vs.
individualism, and masculinity vs. femininity, among others, which influence our
perceptions of behavior (Hofstede, 1980a; House, et al., 2002). According to Thomas
(2002), our culture provides us with scripts and schemas to interpret and replicate
acceptable behavior in society. Hofstede referred to culture as the “software of the
mind” (1980) that gives each person a learned cultural bias about appropriate behavior.
Expatriates interpret cultural differences based on the appropriate value system within a
given cultural context and control their reactions order to achieve success on
assignment. This learning process is the essence of cross-cultural adaptation.
Assessment, Training, and Development
Individuals can develop their ability to adapt to different cultures once they have an
awareness of their own cultural lens and bias. Earley (1987), and other researchers
(Tung, 1987; Black & Mendenhall, 1999), have found that intercultural training improves
adaptation and performance of American business people sent on international
assignments in compared to those who did not receive training. The spectrum of human
reactions to a different culture, according to Milton Bennett (1993), ranges from denial,
defense, minimization, and adaptation to acceptance. From an ethnocentric stance, a
person observing norms, behaviors, or language of another culture may perceive them
to be in conflict with his own. Bennett contends that is possible to assess one’s level of
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awareness of different cultural contexts and cultivate it through experience, training,
adaptation, and exposure. However, the employees selected for expat assignments
from U. S. MNC’s are less likely to be chosen for intercultural competence and generally
fall into one of three categories: the high potential employee, the “interested and
available employee”, and the technical expert (Oddou, 2002). There continues to be an
“overemphasis on the technical competence criterion to the disregard of other attributes
necessary for effective performance abroad” ( Tung, 1987, p. 117). Only 30% of
American companies invest in training for employees selected for overseas
appointments with duration of three to five years (Black, 1988). Without developing
awareness of cultural differences, intercultural conflict can impede job performance for
those working in multicultural teams (Brett, et al, 2006). This explains why “some
intelligent people with good social skills…can still have problems adjusting properly to a
new cultural context” (Thomas, 2002, p. 62).
Methodology
In this study, ethnographic research methods combined with phenomenology were
employed to answer the question: what is the lived experience of the expatriate worker?
Responses to semi-structured interviews were collected providing a thick description of
the expatriate’s preparation, relocation, and adaptation while reflecting on the motivation
and challenges experienced before and during the international assignment.
To initiate the research project, the author contacted the Director of Global
Human Resource Office of a U.S. multinational corporation, submitting a proposal to
conduct interviews with expatriates who had been on international assignments of at
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least three months within the last five years. The expats could be on a current
assignment with the company, a citizen of any country, and could be interviewed by
phone or in person. The HR Director forwarded the proposal via email to approximately
140 expatriates who went on assignment offering them the opportunity to participate in
the research study by nominating themselves or other expat workers. The author
received responses from thirteen employees and interviewed eleven. Seven of the
expats interviewed were on a current assignment in the U.S. and were not U.S. citizens.
There were two women and nine men interviewed; nine participants had family
members accompanying them on assignment.
Procedure
The author conducted forty-five to ninety minute semi-structured interviews with eleven
expatriates. Ten of these employees agreed to audio taping of the interview. The tapes
were transcribed from interview sessions and notes were content analyzed for patterns
and themes emerging form narratives on the expatriate experience. Four of the
participants were U.S. citizens from the Southwest, Midwest, East Coast and the South
who were sent on assignment outside the U.S. Seven expats came to work in the U.S.
from various operations in Asia, Europe, North and South America. The participants
were on international assignments between 2003 and 2008.
Findings
What is the lived experience of the expatriate assignee? Expatriates act as cultural
bridges, engaging in teams with co-workers from cultures different from their own,
willing to adapt their behavior to accomplish company objectives. Commonalities
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between these expatriate experiences emerged from content analysis of employee
interview narratives. The most common assignment length for this group was three to
five years in duration, with a range of eighteen months to thirteen years. Several of the
participants had been on multiple assignments.
The study supports extant research emphasizing the importance of self-efficacy,
mindfulness of different values from one’s own culture, and the ability to adjust behavior
to customs within a new culture without sacrificing one’s own identity. The predominant
themes centered on the expatriate culture of resourcefulness, persistent culture
learning, and family support. Questions raised by the study include the role of co-
workers and managers in completing the cultural bridge built by the expatriate within the
company.
Adaptability: The Expatriate as a Cultural Bridge
When asked about the most rewarding part of the expat experience the response was:
Learning about another culture and to perform a job well in a foreign work environment.
The initial six months are intense while the expatriate is still learning the language and
norms of a new culture. For most of the expats in this study, English was the second
language and the U.S. was the “foreign” culture though they all worked for an U.S.-
based company. The expat is constantly learning nuances of differences in behavior
and communication and contrasting them to familiar ones. In this way, the expatriate
assumes the role of the “cultural bridge” between the two cultures. One expat explained
he feels the “need to accept…be respectful” and “be open to be a part of this culture…to
8
do what they do” but noted that it would be helpful if his manager would “meet me half
way” and understand the effort put into the cultural adjustment.
The experience of living outside of your own country, you cannot put a value onit. It’s very nice…and you can never lose it. The pain is part of the experienceas well…You get to see how the company treats their employees and…to copewith the culture. Anonymous participant in the study
Expats referred to the process of learning the culture as “thrilling” and “frustrating” in the
same breath: “To being able to live in another country, doing the work there, and take a
deep dive into the culture… is also the most challenging...It’s a rewarding thing to test
my limits…expand my horizon” (Anonymous participant). Another expat said, “everyday
is a learning experience” and “It took a while to figure it out. The first year is every day
you are figuring things out by yourself.” The dedication to the ongoing cultural
adaptation process was articulated this way:
That’s exciting…Every day I read the press from [Europe] and also the reviewsfrom here, from the U.S. …the angle is different …the same event will have twodifferent interpretations…really exciting to see both sides…We understand thesame event. It’s not better or worse it’s just different…at the beginning you thinkyou understand but you don’t understand…It’s exciting as well…once you knowthat you don’t know. (Anonymous participant)
The interviews revealed a multitude of tiny distractions produced by cultural
differences throughout the assignment. One expat from Europe initially relied on his
English teachers to respond to questions about U.S. culture during the first six months
of his assignment because he was not sure how his American colleagues would
respond. One U.S. citizen working in South America recollected the first few months: “I
was frustrated…at work I felt like I was banging my head against the wall…then you
learn the culture and the language…how to motivate people…” (Anonymous participant)
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Another expat, who brought her family from Asia, reflected on her adjustment: “You are
learning about it the hard way. [You need] dedication to wanting to learn with a steep
learning curve…if you did not have the positive attitude you would give up.” A common
goal of the expatriates is to engage in a constant cultural learning process outside of
their comfort zone. This bridging would be made easier by managers, co-workers, and
human resource professionals who have experienced life in another culture or received
some intercultural training to understand the intense adaptation process undergone by
expat colleagues.
Expatriate Training and Selection
Formal training for expatriates was launched in this company in 2007. As a result, only
two expats of the eleven interviewed received intercultural training prior to or during
their assignments. Both of these were Europeans who were assigned to work in the
U.S. They received general cross-cultural and culture specific information as well as
training on coping skills for intercultural adaptation. One participated in three days of
pre-assignment training and both went through an on-boarding training session in
Minnesota. None of the participants took a formal assessment for their potential ability
to adapt to life overseas. International assignees went through the standard selection
process for any employee applying for the job.
The two employees who received formal training felt it prepared them for
their adjustment: “you would still have problems [adjusting] but you’d know how to
handle them. This was, I think, why my [other] assignment was not so successful.”
(Anonymous participant)
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Two useful pieces of advice that expats received from relocation services and
professional development were to 1) go on vacation somewhere besides your home
country, “so you will come ‘home’ to your new home and not feel so homesick,” and 2)
know the culture shock curve, so “when it takes six months to adjust you know it’s
normal.” One expat who received training upon arrival in the U.S. reported that the
training increased his work productivity and his spouse’s adjustment compared to a past
assignment in Indonesia for which there was no culture training.
Culture training here at the beginning is a big plus, to know what is coming. Youare aware you will have the cultural shock. In [another assignment] we did nothave [training] either before or during the time we were there. This I think[decreased work] efficiency for say the first half year. My wife did not do welleven though she is from [the continent we were assigned]. We were notprepared that [the location] was like…time had gone back 50 years. We werenot fully aware of that [before going on the assignment]. Especially not just thework environment but the social environment is just as important. (Anonymousparticipant)
This feedback supports research on the effectiveness of cultural training and realistic
job previews for expatriates.
Some locations are more challenging than others. According to expats who have
been on several assignments, some countries afford an easier cultural adjustment.
Health care and safety are primary concerns, especially for expatriates with families
in developing or politically unstable countries. Connections with other expats from
the same culture are helpful in preparing for differences between country systems.
One expat was distressed over the disparity in standard of living between workers
the same company on his assignment. These are the kinds of issues that culture
training may address to ease culture shock and help the expat understand national
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differences. The contrast between cultures may be very extreme: “You can drink
water from the tap…things you never thought about…a good health system…”
(Anonymous participant)
Culture shock the second time around. Expats who went on two or more
assignments noted that one international move does not eliminate culture shock the
second time around. One reported that the adjustment was “really hard the second
time…probably harder…” (Anonymous participant) Corporate management cannot
make the assumption that Western Europeans have an easy time adapting to life in
North America and vice versa. According to one European expat: “This adjustment
was longer than I expected…to me it was easier to adjust in Africa than in the
U.S….The organization of the day-to-day life was the same [in Africa as my home
country].”
Expatriates who had not received culture training were aware of the recent
implementation of the program. The expatriates in the study had not been asked to
participate in intercultural training sessions or share their perspectives on international
assignments with colleagues in the company.
Mentors
In absence of formal training, the expatriates in this study often sought out a mentor
to act as a guide in understanding cultural norms. Though the company assigned
some expatriates with mentors, only two of the eleven expatriates found their
assigned mentor a significant factor in their adaptation process: “[The Mentor was]
mainly for work. Mine is from [the U.S.] which was perfect…She is a great friend we
12
were very fortunate. That worked very well.” One manager observed: “ I think the
success takes two…if you have a mentor who is very responsive to the mentee
needs, it works … I fear some of the mentees…don’t find it very useful.”
(Anonymous participant)
Roughly half of the expats in the study met members of the host country work
group prior to their assignment, which was helpful in the transition both professionally
and personally. Several expats mentioned it would have been beneficial for the
company to arrange introductions to meet others from their native country on expat
assignment in the same company location as part of the on-boarding process. Most
expats took initiative to find other workers from their country “on their own” but felt the
corporate office’s assistance would expedite the process and prevent them from feeling
isolated during their initial months away from home: “Make this intentional, do not rely
on individual favors.” The expats from the same country became informal mentors who
understood the culture from the expat’s standpoint and became the cultural bridge. For
some employees it took several months up to a year to find these colleagues to assist
them in interpreting the new culture. One U.S. employee tracked down another
American assigned to the same country to coach her with the initial logistics of the
move:
Having somebody there who has already gone through those things that arevery prevalent in their mind, looking back, going, ‘Here’s the form you reallyneed for the license. They’re not going to tell you about this,’ and having [thecompany] take care of the Visa so I don’t have to worry about that myself. .(Anonymous participant)
Resourcefulness, Humor, and a Positive Attitude
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One of the remarkable characteristics the expatriates participating in the study held in
common was resourcefulness. They routinely reported a sense of both pride and
frustration in obtaining basic resources to perform their job and function in their new
home. They kept their sense of humor while acknowledging the inconvenience of
logistical problems with establishing consumer credit, receiving a driver’s license,
government visa, or work permit, which can take months to obtain.
Moving to a new address disrupts a family’s routine for weeks and months after the
initial move. The international component multiplies the complexities of obtaining
official documents, credit, and dealing with bureaucracy. One common solution among
the study participants was to find another expat from their home country to guide the
process:
The initial move up there was overwhelming…Any move is stressful, then yougo and add the, ‘this is a foreign country…’ You’ve got to think about visas…Itwas certainly beneficial having [another expat from the home country] there.People on both sides were very supportive about me being there, more thanwilling to help. (Anonymous participant)
For those who did not find a mentor in the transition process, the first few months on
assignment were very stressful for some expatriates. One expat on assignment noted
that his work permit did not arrive until the week before he returned home from
assignment. Resilience for one expat wore down to the extent that he said he would not
“do it again had I known.”
For others, self-efficacy and hardiness was demonstrated with a combination of
patience, persistence, and problem solving to obtain resources needed to function both
at work and at home. One expat, who arrived in the Midwest from Asia, described her
disbelief and amusement in finding her home stocked with appliances she would never
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use in Malaysia, while missing the proper pot to cook rice, a staple for her family. The
narratives of these employees reflected a positive attitude and humor while finding a
way to overcome obstacles to carry out their daily routines.
Global Mobility Support
Many expats commented on the helpful planning and logistical support provided by
corporate human resource professionals working with expatriate assignments.
However, services to expedite financial matters and obtain official documents received
mixed reviews for company responsiveness and resulted in varying levels of stress for
the expatriate and their family.
It was common for expats to report being offered their overseas assignment two
months prior to the start date on their new job. This is short notice to provide time to sell
a home, buy a new one overseas, submit paperwork for official work documents, and
enroll children in school.
“[The global mobility professionals] really try to help you to do all the work youhave to do at least you know exactly what you have to do. Everything theyfinance...we just have to execute. Creates an environment of trust...They reallyhelp you to have a great transition. Mainly for the family. We had afamiliarization visit. The expat organization is pretty well designed… My maincomplaint in the process with [the company] is you had different contacts andit’s very hard to figure out the person who is the best contact. It would be betterto have one point of contact and this person behind the scenes will make sureof the coordinating...” (Anonymous participant)
Participants in the study reported that the global mobility office presents the relocation
package, sends the family on a familiarization visit, and connects the expat with
relocation specialists in the host country to assist in settling major decisions about
housing and schools if there are children involved. Nonetheless, attending to some of
15
the details slipped through the cracks. One expat was still learning the language of his
host country when he arrived in South America and attempted to obtain his Visa. The
customs of the country required engaging in behavior that would be considered illegal in
the U.S. So the expat solicited the advice of an administrative assistant in his new office
who guided him through the process.
There were other instances in which the company assisted with bureaucratic
processes after the expat ran into problems. One expat discovered that getting a cell
phone in the U. S. requires a social security number and the expat had not applied for
one before needing to go on business travel. After several attempts to sign up for
mobile phone service, the expat asked the global mobility specialists for assistance,
who then offered a corporate plan. Knowing the company will automatically attend to
these kinds of details enables the expat to be more productive and less distracted
during the initial months of the assignment.
Setting expectations about the package. It is very important for the expatriate
to know the services included in their relocation package. Employees who observe
services provided by the company to expatriates coming to one country may
assume that a move to another country will result in the same services. These
observations can be misleading, since amenities and services provided by the
company for expatriates vary by country. Employees who have servants to clean
house, cook and chauffeur for their family in Asia may be assigned to another
country and receive none of these services: “Yes, we have relocation services…but
if I were to compare of the expatriate who comes to [my country] it is the sky and
the sea difference. Here they will provide you the avenue to get help but they will
16
not physically give you a helping hand…they give you Map quest” (Anonymous
participant).
Intercultural Communication and Language Differences
Although several of the expats resonated with the common corporate culture of high
ethical and performance standards in their company across cultures and countries, they
noticed the contrasting communication and management styles between international
operations. The study revealed different perceptions of diverse groups and cultures
even among expatriates.
The U.S. citizens who were expats noted that when they went to English speaking
countries the “culture is not that different” from the U.S. Whereas, Europeans noticed
subtle but significant culture differences: “Americans and Europeans are not as close as
I thought. The way you treat each other and how you see things” (Anonymous
participant). Another European perceived stronger emphasis on face-saving and
hierarchy the U.S. corporate offices. He noticed how little vacation time U.S. employees
and managers take, associating that practice with the lack of job security:
Most places in American society there is much more of a premium placed onface, more so than Europeans…There are many ways in which [U.S.] behaviorand mindset are closer in culture to the Chinese than to the European. Thevalues about hierarchy, about how …how subservient you should be tomanagers…is much less collegial than my [European] experiences.(Anonymous participant)
Culture and language are intertwined and can be misinterpreted easily even after
years of living in another culture: “every time I think, ‘I got it now’… oh no I don’t! It’s
really confusing,” was the description of the experience by an expat from France. Also,
17
learning a language does not always mean the expat can speak words understandably
to colleagues in work and social situations: “You have a word but you don’t pronounce it
correctly, so the person doesn’t understand” (Anonymous participant). Inbound
expatriates to the U.S. demonstrated a strong command of English in the interviews for
this study. English was usually the third or fourth language they acquired. Only one out
of the four Americans interviewed learned another language for the assignment and
found it a huge asset professionally and personally. The experience enabled him to
understand and communicate with colleagues and manage his direct reports in other
countries more effectively than he could with a translator:
Learning a second language opened up a lot of doors for me…It’s beenbeneficial to be able to conduct safety meetings now with employees inSpanish, that’s their first language, so that’s really helped…[Growing up in theMidwest] I just had no exposure to diversity, and I tell you…when you startworking in other cultures, and not only in South America but India and Belgium,you really start to look at people and understand their differences. And you kindof focus on, ‘hey this person is good at this,’ and ‘this is what we will focus on’,and ‘this is where we need to develop this person.’(Anonymous participant)
Diversity can also be a source of conflict. Expats commented that “it is wonderful” to
work with colleagues with international backgrounds in their business units and work
groups. The breadth of difference between communication styles can affect the
corporate norms, as is seen by expats who have been on multiple assignments. Latin
American communication involves face-to-face meetings and telling the details behind a
decision whereas American managers want people to get to the point and may opt for
conference calls instead of face-to-face meetings:
I would say the corporate culture is different…More meetings, in terms of [SouthAmericans] are very, very interactive, very, very much in terms ofcommunication. They like to have face-to-face communication. We do a lot of
18
things in the U.S. by conference call because of efficiency and larger businessunits…that’s one difference. (Anonymous participant)
This cultural difference makes some expats feel like outsiders to the U.S. operations
and unable to fully express themselves, emphasizing being succinct over giving
background for a decision.
In Asia, leaders employ indirect communication whereas in the U.S. leadership
training may suggest direct communication and “speaking up” to make a point.
Paradoxically, when U.S. managers give feedback, expats noted they are “Minnesota
nice,” meaning they are overly polite by not telling specific areas for improvement:
The negative in management sometimes it’s hard to know if it’s a good job ornot a good job. Are people being nice? …being supportive is one thing butneed to know if [work] needs improvement. (Anonymous participant)
In the U.S. you can make a mistake by “assuming they mean what they say. Ifsomeone asks your opinion they don’t actually want to know…they just wantyou to agree…it’s a verbal check like, ‘you know?’…[There are] unwritten rulesin [each] society… one of the things you learn…is you take things for granted‘that’s the way we do things here,’ you aren’t even aware that they are hard-wired. (Anonymous participant)
Another expatriate shared the difference in U.S. communication style and behaviors
that, in an Asian culture would be considered “very disrespectful.”
“When I talked to my boss over here he did not understand…they did notunderstand from the tone of my voice.…Communication style is very different.Same business unit the values and faces are the same…gives me a level ofcomfort. Management style [is] the same but it is the communication style. Mymanager put his feet up on his desk…In [my country] that is totally offensive.(Anonymous participant)
19
Still another expatriate from Europe working in the U.S. appreciated the lack of “analysis
paralysis” in his business unit. He felt decisions were made more quickly in the U.S.
corporate offices compared to his experience in two international offices:
Management – more supportive here—in my group. We all want to be successful.People are willing to help you. More efficient. Make decisions quicker…it’s apositive. Can make a wrong decision and change…sometimes in [Europe] we cantake too long to make a decision.
To preserve understanding and limit offense in verbal and nonverbal communication, it
may benefit U.S. managers who work with expatriates to attend a cultural training
seminar, to learn about variations in styles and meanings in various cultures
represented in the company.
The Importance of Family Support
Expatriates who go on assignment with their family credit their success to the support
and encouragement they derive from their spouse and children. Several expats
mentioned the importance of learning another language, for themselves and their family.
Accepting an expatriate assignment may be a deliberate move to grow professionally
and well as foster personal growth for the entire family. Although past expatriate
research has indicated that families may be a liability on expatriate assignments, this
was not the case for the expatriates in this sample.
The first six months I was miserable…at that time we fully knew that there[would be] a lot of changes but we embrace it with a positive attitude we havefun in figuring things out…but in hind sight 20/20, I would not want anyone elseto go through that without the family support; it would be so hard. (Anonymousparticipant)
20
Nine of the participants in the study brought family members on their international
assignment. Each one expressed the importance of the family dynamics in their new
surroundings.
Another reward is that I got closer to my family. So you have to stick together.It’s not easy, I would say but it’s a good test of how good your relations are. SoI think also the relationship grew throughout these assignments…forced to talkabout problems because you can’t avoid them-- have to bring them up and [putthem on] the table. (Anonymous participant)
One expat from the Midwest reaffirmed the importance of his wife approaching this
assignment with him as a team: “ My wife...fit right in...she was never homesick. She
was very active in the community and the things that interest her…it was just easy.”
Technology aids in the process of adjustment for family members. The issues that may
cause emotional stress for expatriates and their families are not necessarily a result of
culture shock but their own absence and the separation from events and relationships at
home. Several expats mentioned “missing” weddings of friends and relatives or other
events since they could not “fly home for a weekend.” How the spouse copes with the
experience, one expat told me, is “…probably the success of an expatriation. The
success is definitely the family.” For family who want to stay in contact with friends and
family in their home country and with spouses on business travel, expats reported that
mobile phone plans, Skype, and email make it easier to maintain international personal
relationships, affordably, on a daily basis.
Limitations of the Study
21
As with any ethnographic or phenomenological study, the findings are not generalizable.
The interviews were limited to one U.S. company. Purposeful sample respondents may
represent only satisfied expatriates.
As with any ethnographically informed research, the transferability will be limited
to a time period between 2003-2008. Interpretation of the narratives is subject to the
biases of the researcher.
Conclusions and Future Research
The themes that emerged in this qualitative study focused on the expatriate
employee experience. Content analysis of the narratives and email from employees
supports extant theories regarding cross-cultural adaptation and development through
experience in another culture allowing them to become cultural bridges to colleagues in
another culture. The participants noted logistical services provided by corporate human
resource professionals to support them while sharing the need for resourcefulness
when services fall short. Expats expressed the importance of family and mentors in
completing their expatriate assignments. In particular, expatriates expressed the value
of mentors for expats from the same culture, the value of culture training prior to and
during assignment, the potential value of culture training for managers, co-workers, and
HR professionals working with expats.
Future areas of study could focus on the experience and development of the
expatriate, expat spouses, and managers of expatriates based on assessments of the
individual’s intercultural adaptability. Studying the effect of using telecommunication
22
devices between the expatriate worker and their family members (with their home office
and family in their home country) on culture shock and adaptation to an international
location could be explored. Research on the effect of intercultural training of expatriate
managers on expat employee performance could be instructive for training policies and
processes in multinational corporations. Finally, research could test the theories of
performance and learning orientation as they relate to adaptability of expatriate workers
learning to conduct business in a new culture.
23
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