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The management of expatriates : findings from a survey covering the selection and training of expatriate managers

By Chris Brewster

Abstract

School of Managemen

Year: 1987
OAI identifier: oai:dspace.lib.cranfield.ac.uk:1826/536
Provided by: Cranfield CERES

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Citations

  1. (1981). A “Mutual Perception of Managerial Performance and Style in Multinational Subsidiaries” doi
  2. ALMANEY A “Intercultural Communication and the MNC Executive”, C k mbia Journal of World Business,
  3. Appendix II: Companies surveyed Appendix III: doi
  4. (1983). Evidence for European MNCs is rather sparser. There is some evidence that the European’s did more training in the 1970s (TorbiClrn
  5. (1987). for example doi
  6. (1982). identified a very similar proportion amongst European companies, though it is unclear how she defines the term. (They may also occur in the other MNCs, but on the expatriates own initiative). This is most common in
  7. (1982). Other research however shows around 40% of American firms providing cultural orientation and two thirds providing language training (Tung
  8. (1982). p 68). Other research based material is sparse apart from a surprising 40.2% premature return for Swedish expatriates found by Torbiorn
  9. (1985). quoted in “four by Four”
  10. (1975). Studies in the 1970s found that amongst US MNCs only two thirds provided any training at all (Baker and Ivancevich 1971; Lannier
  11. (1965). the research has been conducted amongst American MNCs and reports alarmingly high failure rates. Henry
  12. (1982). This is more in line with Tung’s findings. She reports 21% of European companies using “relational” tests (Tung

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