Purpose
The experience of “culture shock” is an established concept within international management studies, engendering an industry of training designed to combat difficulties in relocation. This paper argues that the use of the concept is based on a flawed understanding of “culture” and proposes an alternative perspective to help organisations prepare their employees for overseas assignments.
Approach
The paper opts for a critical review of literature in order to examine models of culture shock through time and theories relating to success factors in cross-cultural adjustment. In so doing, the paper revisits the notion of culture shock from a social constructionist perspective within a dialectical framework. Findings
The paper challenges the notion of culture as an essential, reified concept, arguing that culture shock is not about culture, but about the dynamics of context and how individuals deal with life changes to navigate the challenges that they face. Research implications Future research should focus on context-related, interactive behaviour, framed in discourse processes, rather than pre-determined a priori typologies based on cultural stereotypes. This would recognise the discursive nature of social interaction within a dialectical framework, where relational tension emerges as a result of disparity.
Practical implications
The paper contributes to an understanding of the complex range of factors influencing the success of relocation in order to guide international companies in their policies.
Originality/value
This paper proposes a paradigm shift in the treatment of culture shock towards a more discourse-based concept created through universal cultural and dialectical processes
