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journal article Adapting to a Boundaryless World: A Developmental Expatriate ModelThe Academy of Management Executive (1993-2005) Vol. 14, No. 2, Executive Health (May, 2000) , pp. 96-106 (11 pages) Published By: Academy of Management https://www.jstor.org/stable/4165638 Read and download Log in through your school or library Alternate access options For independent researchers Read Online Read 100 articles/month free Subscribe to JPASS Unlimited reading + 10 downloads Purchase article $29.00 - Download now and later Abstract Expatriate executives face a double-edged challenge to their mental and physical health: The stressors affecting them are not only new and unfamiliar, but the coping responses that worked at home may not do so abroad. The various stages involved in a successful adjustment are discussed. The executive's ability to identify with the host and the parent culture plays a critical role in every stage of the adjustment process. Failure to accept that the two cultural identities are not mutually exclusive is a source of internal conflict among expatriates. Cross-cultural competence training and a sensible repatriation plan help buffer the stressors encountered abroad. However, the willingness and courage to undergo the profound personal transformation associated with an international assignment are essential for a healthy expatriate adjustment, even after the expatriate's return. Learning to live with the paradox of dual identification is an essential coping mechanism for expatriate executives. Journal Information Effective with the February, 2006 issue the Academy of Management Executive has changed its name to the Academy of Management Perspectives. The overall goal of the Academy of Management journals is to serve the interests of the Academy's members, and the specific goal of the new Academy of Management Perspectives (AMP) is to publish accessible articles about important issues concerning management and business. AMP articles are aimed at the non-specialist academic reader, and should also be useful for teaching. Serving both these goals more effectively requires a change in strategy and direction for the journal. Going forward, Perspectives will concentrate on two types of articles aimed at this thought leader audience. The first are accessible surveys and reviews of contemporary knowledge about management and business issues. The goal would be to make information about empirical research in management accessible to the non-expert, including students, and the focus of the reviews would have to be on the phenomena of business and management, not the development of the academic literature. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item
is part of a JSTOR Collection. What are the types of expatriate training?There are two types of training that expatriates need: hard skills and soft skills training. Hard skills are technical areas that are specific to one's job, such as the level of expertise with computer programs like PowerPoint or Excel.
What is pre departure training for expatriates?Candidates are also given pre-departure training which emphasises on cultural awareness and business customs of the country of posting to help cope with unexpected events in a new country. This pre-departure training helps in minimising culture shock and depression that usually sets in a new country and culture.
Why training is such a critical factor in expatriate success?Expatriate training enables your employees to:
Understand how their new culture factors into both their social and business relationships. Acquire essential information about the host country. Nurture the skills needed to adjust to their new living and working environment.
Which one is most common form of pre departure training?Culture awareness training is the most common form of pre-departure training.
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Which type of training plays a crucial role in the pre assignment process for an expatriate?
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