Welcome to Open Science
Contact Us
Home Books Journals Submission Open Science Join Us News
Training of the International Executive: Considerations for Improving Effectiveness
Current Issue
Volume 6, 2019
Issue 2 (June)
Pages: 41-49   |   Vol. 6, No. 2, June 2019   |   Follow on         
Paper in PDF Downloads: 72   Since May 30, 2019 Views: 1362   Since May 30, 2019
Authors
[1]
Yezdi H. Godiwalla, (Formerly of) Management Department, University of Wisconsin, Whitewater, USA.
Abstract
The international executive is very important to the multinational corporation (MNC). In his (or her) foreign assignments, he would face more complexities, personal uncertainty, diversities of problems and other issues, and difficulties than the executive who works in an organization which is primarily domestic in its scope and operations. He has to become much better in developing his own personal skills for dealing with: (1) the newness or strangeness during his foreign assignment, and (2) the differences in the foreign country’s ways of life, culture, social and business customs, political and governmental issues and relations, infrastructural issues, and business operating environments, and (3) the different methods of working of the local people in the foreign country. He must develop far more efficient personal management of his own cognitive process, problem solving skills for his, to start with, coping and then effective dealing with: (1) the foreign country’s culture, social customs and etiquette, values and norms, (2) the process of communication and using working knowledge of local language, (3) managing his own self as a person with self-confidence and suave, (4) managing his own personal stress, (5) managing his own personal adjustment, (6) work and social situations, and (7) his personal style of leadership, management, communication and supervision in different foreign cultural environments. His proper pre-departure training, and, post-arrival mentoring and continuous learning and improving would be helpful in his better performance as an international executive.
Keywords
"Training International Executives, Expatriate Training, Making Effective International Executives, Effective Expatriate Performance "
Reference
[1]
Luthans, Kyle W., and Steve Farner. (2002). Executive development: The use of 360-degree feedback. The Journal of Management Development, (Bradford), 21 (9-10), 780-795.
[2]
Lee, L., and Croker, R. (2006). A contingency model to promote the effectiveness of expatriate training. Industrial Management & Data Systems, 106 (8), 1187-1205.
[3]
Chang, Wei-Wen. (2005). Executive training in international non-governmental organizations: A model for research. Human Resource Development Review, 4 (4), 440-463.
[4]
Tung, Rosalie. (1982). Selection and training procedure of US, European and Japanese multinationals. California Management Review, 25 (1), 57-71.
[5]
Oddou, G. R. (1991). Managing your executives: What the successful firms do. Human Resource Planning, 14 (4), 301-308.
[6]
Brewster, C., and J. Pickard. (1994). Evaluating executive training. International Studies of Management and Organization, 24 (3), 18-35.
[7]
Petranek, G. F. (2004). Global human resource development: The four C approach. Human Resource Development Quarterly, 15 (2), 249-252.
[8]
Shin, Shung J., Frederick P. Morgeson and Michael A. Campion. (2007). What you do depends on where you are: Understanding how domestic and executive work requirements depend upon cultural context. Journal of International Business Studies, January, 38 (1), 64-83.
[9]
Okpara, John O, and Jean D Kabongo. (2017). The Effect of Cross-cultural Training on Expatriates' Adjustment. The Journal of Management Development, 36.9: 1114-1124
[10]
Fobker, Stefanie. (2019). “This Is Not a Career Move” - Accompanying Partners’ Labour Market Participation after Migration. Comparative Migration Studies, 7.1: 1-18.
[11]
Saidu, Sani. (2019). "CEO Characteristics and Firm Performance: Focus on Origin, Education and Ownership." Journal of Global Entrepreneurship Research, 9.1 (2019): 1-15.
[12]
Varner, Iris L., and Teresa M. Palmer. (2005). Role of cultural self-knowledge in successful expatriation. Singapore Management Review (Singapore), 27 (1), 1-26.
[13]
Badura, Albert. (1982). Self efficacy mechanisms in human systems. Journal of Applied Psychology, 37, 122-147.
[14]
Badura, Albert, and E. A. Locke. (2003). Negative self-efficacy and goal effects revisited, Journal of Applied Psychology, 88, 87-89.
[15]
Gist, M. E., and T. R. Mitchell. (1992). Self efficacy: A theoretical analysis of its determinants and malleability. Academy of Management Review, Vol 17, 183-211.
[16]
Maurer, T. J., E. M. Weiss, and F. G. Barbiete. (2003). A model of involvement in work-related learning and developmental activity: The effects of individual, situational and motivational age variables. Journal of Applied Psychology, 88 (4), 707-724.
[17]
Pryor, Hale, and A. Hudson. (2019). Development of a Global Framework for OHS Professional Practice. Safety Science, 117: 404-16.
[18]
White, R., Shullman, S., Lowman, Rodney L., and Cooper, Stewart. (2012). Thirty Years of Global Leadership Training: A Cross-Cultural Odyssey. Consulting Psychology Journal: Practice and Research, 64 (4), 268-278.
[19]
Mendenhall, M. E., and G. Oddou. (1985). The dimensions of executive acculturation: A review. Academy of Management Review, 10 (1), 39-47.
[20]
Black, J. S., H. B. Gregerson, M. E. Mendenhall, and L. K. Stroh. (1999). Globalizing People Through International Assignment. Reading, MA: Addison-Wesley.
[21]
Cui, G., S. Vanden Berg, and W. Jiang. (1998). Cross-cultural adaptation and ethic communication: Two structural equation models. The Howard Journal of Communications, 9 (1), 69-85.
[22]
Payne, R. (1994). Individual differences in the study of occupational stress. In C. L. Cooper and R. Payne, (Editors), Causes, Coping, and Consequences of Stress at Work, 209-232. New York, NY: John Wiley & Sons.
[23]
Priester, M. J., and G. A. Clum. (1993). Perceived problem-solving ability as a predictor of depression, hopelessness, and suicide ideation in a college population. Journal of Counseling Psychology, 40 (1), 79-85.
[24]
Frazer, K. P., and C. M. Tucker. (1007). Individualization, stress and problem-solving abilities of college students. Journal of College Student Development, 38, 461-467.
[25]
Caliguiri, P. M. (2000). The big five personality characteristics as predictors of executive’s desire to terminate the assignment and supervisor-rated performance. Personnel Psychology, 53 (1), 67-88.
[26]
Acyan, Z. (1997). Acculturation of executive managers: A process model of adjustment and performance. In A. Acyan (editor), New Approaches to Employee Management, 4. 1-40. Greenwich, CT: JAI Press.
[27]
Godiwalla, Y. H. (2019). Making MNC competitive through effective cross cultural negotiations. 2019. International Journal of Social Science Studies. On-line: January, 7 (1), 12 pages.
[28]
Godiwalla, Y. H. (2018). Global strategic leadership for competitiveness: Empowering foreign units for coordinated strategic leadership. 2018. SciFed Journal of Environmental Studies, On-line: August-September, 1 (2), 8 pages.
Open Science Scholarly Journals
Open Science is a peer-reviewed platform, the journals of which cover a wide range of academic disciplines and serve the world's research and scholarly communities. Upon acceptance, Open Science Journals will be immediately and permanently free for everyone to read and download.
CONTACT US
Office Address:
228 Park Ave., S#45956, New York, NY 10003
Phone: +(001)(347)535 0661
E-mail:
LET'S GET IN TOUCH
Name
E-mail
Subject
Message
SEND MASSAGE
Copyright © 2013-, Open Science Publishers - All Rights Reserved