A practice with potential: Expatriate cross-cultural training among irish MNCs

Michael J. Morley, Emma Parkinson

Research output: Chapter in Book/Report/Conference proceedingChapterpeer-review

Abstract

Despite a number of often cited advantages attaching to the implementation of cross-cultural training (CCT) programmes in preparing expatriate employees, research indicates that the amount of training undertaken can be modest. This chapter explores the use, role and perceived value of expatriate CCT in developing an expatriate management talent pool in internationalised Irish-owned MNCs. Drawing upon qualitative data from in–depth interviews conducted in twelve Irish MNCs, we highlight the uneven approach among MNCs to the provision of cross-cultural training largely arising from the urgency associated with many international assignments and the sporadic nature of these transfers. Despite this, all interviewees demonstrated an awareness of the potential value of CCT, and a majority openly articulated the potential of a formalised CCT initiative in supporting the expatriates’ likely success when on assignment. Where training interventions were provided, we unearthed a preference for a combination of cognitive and experiential approaches. Chief among the perceived benefits of CCT were its role in structuring expectations and its capacity to facilitate some cultural mastery.

Original languageEnglish
Title of host publicationInternational Human Resources Management
Subtitle of host publicationChallenges and Changes
PublisherSpringer International Publishing
Pages75-90
Number of pages16
ISBN (Electronic)9783319153087
ISBN (Print)9783319153070
DOIs
Publication statusPublished - 1 Jan 2015

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