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The Real World of Management

Expatriate management in cross cultural business environment in MNCs

Introduction

With liberalisation of the trade barriers and increased internationalisation of companies,

the competitiveness of the business environment has increased. The number of multinational

companies (MNCs) coming into existence is higher than ever before. These factors have

changed the way businesses are managed as with internationalisation, business is being

conducted with different countries with distinguished socio-cultural, economic and political

environment. An increasing number of companies are performing business in cross cultural

environment and adapting to different institutional and cultural factors in the host country. In the

global context the success factors of organisations lie in their ability to strategically adapt

resources to the cross cultural environment (Ling and Jaw, 2006). Managing human resources

effectively is an important aspect of gaining competitiveness by the MNCs (Scullion and

Starkey, 2000) to ensure that effective balance is maintained between strategic and economic

aspects and the human resources practices (Taylor et al., 1996). Expatriation is one such crucial

human resources practice important for meeting the strategic goals of an organisation (Novicevic

and Harvey, 2004). The report starts with discussing the increasing importance of expatriates in

the cross cultural business environment. This analysis will focus on the aspects of evaluating the

success of expatriate assignments and effective management practices that can improve

expatriate management.

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Evidence building and evaluation through critical analysis

Increasing importance of expatriates in cross cultural environment

A key reason for recruiting expatriates by the MNCs is growing complexity of external

environmental factors influencing the business and the need to have a higher preparedness of

managers to operate in the global level cross cultural environment. A study by MNC identified

that lack of quality expatriates tend to have a negative impact on internationalisation of

companies and their bottom line. So, it is imperative to recruit expatriate with a better

understanding of cross cultural business conditions.

The article “The great expatriate hiring boom” from Fortune written in 2013 notes that

though the overall recruitment by US firms has been slow in the recent years, recruitment of

managers for emerging economies like China has been on focus. A survey conducted by Ernst &

Young in 2011 noted that the leadership of 42% of companies surveyed recognised expatriate

recruitment as a key challenge. Another survey by global staffing company ManPower revealed

that in India, 67 percent of the managers faced difficulties in expatriate recruitment. Global

manager is increasingly given preferences. Moreover, retaining qualified expatriates are a

challenge as competitors in the host country often poach them for higher salaries. To mitigate

such challenges, companies have implemented strategies to parachute in expatriate executives,

but without much success (Alsever, 2013). On the contrary, in opinion of Mark Murphy, CEO of

Atlanta research firm identified that often local managers with a better understanding of national

cultures and markets play a more positive role in long term sustainability of businesses. The

technology company iGate adapted this strategy and identified local employees from within the

company and focused on grooming then to enable them take up top management level positions

in the company’s Indian operations. Similarly, Control Risks firm after losing top management

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employees to competitors in China, the company has adopted a more strategic approach to retain

the human resources, the most important asset of the company (Alsever, 2013).

Yves Doz from INSEAD Emeritus noted that multicultural managers at critical positions

in an organisation can contribute positively to a company’s success in the global markets. But it

requires the company to invest time and efforts to develop and deploy multicultural managers

appropriately. In the article titled “How L’Oreal masters multiculturalism” (2013) the authors

identified five roles that the multicultural managers play in better was as compared to host

country local managers and helped L’Oreal to succeed in its international operations. These roles

include being able to differentiate between home country and host country cultures and develop a

global brand with due consideration to the local sensibilities, being able to interpret complex

knowledge as for marketing cosmetics knowledge to be used is tacit and culture dependent,

being able to manage cross cultural conflicts better to ensure effective global teams, being able to

readily internalize the new recruits from diverse cultural background and develop strong team

identity, and communicating effectively with the global culturally diverse teams and the senior

management (Hong and Doz, 2013). Researcher Maddux, et.al. (2010) noted that cross cultural

cognitive integration induces a high level of creativity for innovations and adaptable leadership

style to manage global businesses better.

For developing multicultural skills, being a ‘born multicultural’ or having a multicultural

upbringing i.e. being exposed to different cultures is not sufficient; it is important to perform

“rotational assignments” in MNCs to be able to develop multicultural skills (Doz, 2013). In the

research titled “Once a Frenchman, always a Frenchman”, author André Laurent (1980), based

on the research on a sample of executives from MNCs recognised that experienced executives

reflect being “global” managers, but such managers experience a strong conflict between their

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social identity (“global” managers) and inner personal identity (“local” national culture to which

the executive belongs) as their cross cultural learning process is influenced by their identification

of culture of origin. In this context, Carlos Ghosn, CEO of Nissan, in his speech in 2012

accepted that being a multinational executive with a cultural combination of being Lebanese

(often at wars due to religious conflicts) and being Brazilian (a peaceful culture with high

internal multiculturalism) has been a key determinant in his success as the CEO of Nissan (Doz,

2013).

Measuring Success of Expatriate Assignments

Researchers have often found that it is difficult to measure the success of expatriate

performance because of several external influences (Bussin, 2015). One of the most common

approaches to measure expatriate failure has been premature return from assignment. Harzing

(1995) in her studies noted that past literature lacked empirical evidence of large scale cross

cultural study on the subject. The researcher has historically reflected that the expatriate failure

rates in the US, companies measured based on premature return from assignment is much higher

than that of the Japanese and European companies; though more recent studies by Peterson et al.

(2000) reflect a lower failure rate in US companies. But premature return fails to include the

expatriates who return midway through their assignments and those who completed the tenure of

the assignment but failed to produce the desired outcome. Such failures may lead to loss of

business relation of the company, poor customer experience, and disrupted performance (Zeira

and Banai, 1984). Some of the impacts of a failed expatriate assignment on the expatriates

personally are strain, negative career impact, increased stress level, and conflicts with family

members (Hechanova, et.al., 2003). To overcome the issue in measuring success of expatriate

assignments, Caligiuri and Tung (1999) suggested the use of a three-faceted construct: (1)

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premature termination of the assignment, (2) cross-cultural adjustment, and (3) actual job

performance on the assignment. The third point of succeeding in the job, performance is the most

obvious measure of appraising performance of employees in any job role. With the help of the

portfolio, the other two aspects (typical solely of expatriate assignments) are discussed below.

Premature termination of the assignment:

Premature termination of the assignment is one of the key measures to evaluate the

success of expatriates. Research by Black and Gregersen (1999) identifies that about 80 percent

of the companies in the mid and large segment send employees and managers to host location

subsidiaries and the number of employees these companies plan to send abroad is only stated to

increase. A lot of cost is involved when the companies plan to send the expatriates. The

compensation package of expatriates is usually much higher than what they would have earned

in a same position held in their home country. So, companies often view expenses on expatriates

as an investment. But in reality, when receive poor returns on such investments. Black and

Gregersen (1999) in their research studied US, UK and Japanese companies based on a sample

comprising of expatriates and their managers in the home counties from 750 companies. The

research considered the evaluated the success of an expatriate assignment and its contribution to

the organisation and the individual employee and what happened after repatriation. The

outcomes of the research found that about 20 percent of the expatiates returned early due to job

dissatisfaction and failing to adjust in the host country. About 33 percent of the expatriates who

stayed in the host country through their complete tenure of the assignment could live up to the

expectations of the company. Also, the heightened turnover rate was found among expatriates

who leave their jobs and join competitor’s companies.

Cross-cultural adjustment:

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Cross cultural adjustment refers to the degree of the psychological comfort that expats

experience in a different culture in the host country (Gregersen and Black, 1990). Existing

literatures identify three aspects related to adjustment. These are adjusting to the general

environment i.e. the living condition like climate, housing, food, healthcare, children’s

education, etc. in the host country, adjustment to the host country nationals and engage in

effective interaction with them, and adjusting to work environment (Black and Stephens, 1989).

Researchers have also indicated that a cross cultural adjustment is the primary outcome in the

expatriate assignment with will, in turn, be instrumental in the secondary outcomes important for

secondary outcomes. Being unable to adjust may lead to consequences in the personal as well as

professional life of the employees (Kim and Slocum, 2008).

An article by Armin Bruck, MD & CEO, Siemens India, published in Forbes in 2013 can

be discussed in this context. The 50 years old PhD in operations research from the University of

Mannheim shifted to India permanently after a number of expatriate assignments to India over

the past 15 years. His key insights on mistakes by people of home country about the cross

cultural aspects in India are considering India to be a larger and a cheaper adaptation of their

home market, failure to capitalise on “frugal innovation” that has the potential to improve cost

effectiveness of the company and failing to understand that India not only produces a number of

engineers as compared to several developed countries but also produces engineers who are more

ambitious and creative. He recognises that there has been a paradigm shift in India in terms of

business environment, internationalisation and entrepreneurship and this overturns the cross

cultural beliefs that people of developed countries have about Indian culture and food. He notes

that due to lack of understanding of the environment in India, several expatriates from

developing countries opt for assignments in other countries but not India. According to him,

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when a person visits India for the first time, he might note the negative aspects like

infrastructural issues, environmental issues etc. But once an expatriate comes to the location on

multiple assignments, he is expected to undergo perspective changes and identify opportunities

and managing a dynamic country like India, considering the business environment and the

cultural environment, require active involvement of expatriates. He also identified that language

plays an important role in effectively adjusting to the cross cultural environment and being

successful in a long term expatriate assignment as in India interpersonal relationships are valued

even in a business context and being able to speak the local language helps people perceive that

the expatriate has higher commitment level to the business in the host country. Moreover, India

being a collective society, unlike the western countries, expatriates need to be open to accept

different cultural facets, cultural norms and practices which are strikingly different from that in

their home countries (Bruck, 2013).

The above example of the article, though reflecting that adjustment to cross cultural

aspects is a result of an expatriate’s perspective and ability to adjust to the cultural environment,

a news article in Dutch Daily News (2011) reflected on the role that national culture of the

countries plays in facilitating cross cultural adjustment by expatiates. The article noted that

Forbes magazine rated Canada to be to be the most expatriate friendly country while Netherlands

to be the least friendly. According to HSBC Bank International’s Expat Explorer survey, the top

four expat friendly countries are Canada, Bermuda, South Africa and US because of the local

language being English and the ease of communicating with local people and internalise with the

culture. Other countries with friendly national culture are Australia, Germany, Malaysia, and UK

(Dutch Daily News, 2011).

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Effective expatriate management

In most cases the failure of the expatriates can be related to the failure of developing

effective strategies and practices for managing expatriates. The HR department is often assigned

the job of selecting, training and supporting expatriates. But ironically, the HR managers have

very little practical experience of being an expatriate to understand the real life issues that

expatriates may face and their implications as less than 10 percent of the HR managers from the

sample studied by Stewart Black and Hal Gregersen (1999) had taken up overseas assignments.

As a result, they fail to contribute to expatriate management at a strategic level and perform only

related administrative jobs. They fail to realise that the expats after they return from their

assignments need support to adjust to the jobs in the home country (MacDonald and Arthur,

2005). At the same time, there are companies that have been successful in expatriate

management and could retain the expatriates even years after their repatriation. Some of the

common practices of such companies are increased focus on knowledge transfer, and developing

global leadership skills, considering fit of technical skills and cross cultural abilities when

identifying employees for overseas assignments and designing an effective deliberate repatriation

process to support expats manage the personal and professional upheaval during repatriation and

enabling them to be in the correct career path and put the overseas experience at work (Caligiuri

and Lazarova, 2001). Based on this understanding, the following section attempts to outline

effective expatriate management strategies by supporting them with real life examples.

Identifying right reasons for expatriate assignments

It is important for companies to consider foreign assignments from a long term

perspective and should go beyond addressing a short term business problem. Often companies

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are found to place expatriates in posh foreign locations like Paris and London as rewards to

privileged employees as rewards. But it is important to note that such foreign assignments have

very addition to the business of the company. Instead placement of expatriates to crucial

developing economies like Brazil, India or China makes more business sense; though such

assignments for long have been considered to be assigned to the unfavourable employees who

are dumped at these locations (Black and Gregersen, 1999). It is important that expatriates strive

to overcome pressing issues in the foreign location and ensure success of the foreign subsidiaries

or gain new knowledge and acquire new skills to the company.

A case in point is Nokia, one of the largest mobile phone manufacturers globally, which

has effectively gained knowledge through foreign assignments of expatriates. The company has

manufacturing facilities across the US, Europe and Asian countries where they conduct research

and development for new product development (Official website of Nokia, n.d.). These facilities

employ engineers from across the globe that work together with the expatriates and generate

innovative ideas for product development through effective knowledge sharing.

In lines with the perspective of Bruck (2013), Jack Welch, CEO of GE identifies that in a

truly globalised world, it is important that leaders develop a global perspective by staying at

foreign locations for extended periods and not by staying at the company headquarters and

making short visits to the foreign locations (Rao, 2014). For improved performance of the

expatriates, the mental maps and assumptions of the people about different foreign locations

need to be needs to be altered through long term assignments. An example of successful

expatriate assignment is Stephen Burke, Vice President, posting at EuroDisney helped the

company to revive the theme park by implementing the knowledge about French culture gained

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by him. This helped the company make necessary changes and register profits at EuroDisney

(later renamed as Disneyland Paris) for the first time (Stewart, 2008).

It is of significance that the expatriates are clearly explained about the job roles and

objectives of their foreign assignments (Joerres, 2011). This will help them work in the correct

direction and ensure that the company gains from such expatriate assignment. Companies with

international companies are expected to face issues and challenges from time to time. To resolve

such problems the focus of such companies should not be to send expatriates to address the

immediate problems but to ensure a sustainable long term solution for the issue (Caligiuri and

Colakoglu, 2007).

Assigning the right employees to expatriate assignments

Often managers are found to ensure technical fitment of the employees with the

expatriate assignment, but fail to evaluate the abilities of the employees to adapt to new

environment and the gauge their cultural literacy. A report by Ghemawat (2012) published in

McKinsey Quarterly emphasises the issue of lack of global-leadership capacity as a major aspect

that the companies need to evaluate in an employee at this may lead to failure of expatriate

assignment. Some of the aspects that the companies need to evaluate in employees before

selecting them in the talent pool for overseas assignments include enthusiastic and extrovert in

conversation who are not shy to communicate in their fractured local language, broad based

socialisation skills so that expatriates do not remain confined to their small group of fellow

expatriates (Johnson, et.al., 2006), cultural flexibility to be able to adapt to local food habits like

dal and chapatis in India or local jai alai in Brazil instead of sticking on to McDonald’s for meal

options, cosmopolitan orientation that allows employees to be open to diversity and respect other

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people’s culture, and collective approach to management to avoid potential conflicts (Gregersen

and Black, 1990).

At Korean electronic goods company, LG, uses a formal method of evaluating employees

for foreign assignments by asking them to fill a 100 question questionnaire that will assess the

cross-cultural skills of the employees and their readiness to take up foreign assignments. Based

on the analysis of the questionnaire, the managers discuss with the employees and develop

training programs to develop skills needed for successful expatriate assignment Atkinson, et.al.,

2010). Colgate-Palmolive, earning more than 20 percent of its profits outside the home country,

adopts a different strategy to evaluate the employees. The company recruits employees at entry

level marketing positions from universities based on their ability to handle cross-cultural

situations evaluated based on the pre-set parameters of the company. They try to identify

candidates who had exposure to foreign markets earlier and capitalize on the previous employer

investments on the candidate. On recruitment, they are sent on a series of training with short term

stints in the foreign location and when they gain adequate knowledge, they are assigned long

term assignments (Colgate-Palmolive database captures cultural awareness: Expatriate

knowledge put to good use, 2003). Thus, through the process of the companies try to strike a

balance between costs incurred on expatriates and their success and ensure high return on

investment on costs incurred on expatriates by the companies (McNulty, 2009).

In another article published in McKinsey Quarterly by Joerres (2011) notes that reverse

expatriation can help companies ensure right employees are placed in the foreign assignments.

Reverse expatriates, local employees at the foreign subsidiary locations, spend a predefined span

of time in the company’s other established operations to help the expatriates gain insight into the

functions and operations of the other units. Based on the learning, they are expected to develop a

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plan to implement some knowledge gained in this way to the host country operations. When

effectively implemented, this strategy can ensure increased competitiveness of the company.

Conclusion

In summary, the paper identified the growing importance of cross cultural employees in a

business environment. The aspects of premature termination of the assignment and cross-cultural

adjustment are discussed to evaluate measures to gauge success of expatriate assignments.

Following this, identifying right reasons for expatriate assignments and assigning the right

employees to expatriate assignments are discussed as the key ways of effective expatriate

management. Taking up an assignment at a foreign location has always fascinated me. So, under

the broad topic of cross cultural management, I chose to work on the aspect of expatriate

management. The portfolio development and preparation of the critical evaluation report allowed

me to develop an understanding of how the concept of expatriate management has been similar

or different to the existing literature on the subject and how the concepts are applied by different

companies in different ways in real life.

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The Real World of Management

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Links for the content for portfolio

Alsever, J., 2013, The great expatriate hiring boom Expats [online] Fortune Available at:
http://fortune.com/2013/05/15/the-great-expatriate-hiring-boom/ Date accessed: 25 April 2015

Bruck, A., 2013, Siemens MD on Why India Gives Him a High [online] Forbes

Available at: http://forbesindia.com/article/expat-diary/siemens-md-on-why-india-gives-him-a-

Doz, Y., 2013, The Rise Of Multicultural Managers [online] Forbes

Available at: http://www.forbes.com/sites/insead/2013/08/01/the-rise-of-multicultural-

Dutch Daily News, 2011, Netherlands rated most unfriendly country for Expats [online]
Available at: http://www.dutchdailynews.com/unfriendly-country-expats/ Date accessed: 25
April 2015

Ghemawat, P., 2012, Developing global leaders [online] McKinsey Quarterly Available at:
http://www.mckinsey.com/insights/leading_in_the_21st_century/developing_global_leaders
Date accessed: 25 April 2015

Hong, H.J. and Doz, Y.L., 2013, How L’Oreal masters multiculturalism [online] Harvard
Business Review Available at: https://hbr.org/product/loreal-masters-multiculturalism/R1306J-
PDF-ENG Date accessed: 25 April 2015

Joerres, J.A., 2011, Beyond expats: Better managers for emerging markets [online] McKinsey
Quarterly Available at:
http://www.mckinsey.com/insights/organization/beyond_expats_better_managers_for_emerging
_markets Date accessed: 25 April 2015

Maddux, W. W., Adam, H. and Galinsky, A. D., 2010, When in Rome. Learn Why the Romans
Do What They Do: How Multicultural Learning Experiences Facilitate Creativity, Personality
and Social Psychology Bulletin, 36 (6), pp. 731–741 [online] Available at:
http://www4.ncsu.edu/~jlnietfe/Creativity_&_Critical_Thinking_Articles_files/Maddux,
%20Adam,%20%26%20Galinsky%20(2010).pdf Date accessed: 25 April 2015

Rao, M.S., 2014, Executive Coaching for Leaders and CEOs, [online] LinkedIn Available at:

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https://www.linkedin.com/pulse/20140417125535-119727854-executive-coaching-for-leaders-
and-ceos Date accessed: 25 April 2015

19