International Management

The perspective of host country nationals in socializing expatriates: The importance of foreign-local relations

by Geoffrey Leonardelli

Toh, S.M., DeNisi, A.S., & Leonardelli, G.J. (2012). The perspective of host country nationals in socializing expatriates: The importance of foreign-local relations. In C. Wanberg (Ed.) The Oxford Handbook of Organizational Socialization. New York, NY: Oxford University Press.

Failure to adapt is one of the most often cited reasons for the premature return of expatriate assignees. This chapter... more Failure to adapt is one of the most often cited reasons for the premature return of expatriate assignees. This chapter reviews and builds on research that suggests that the expatriate socialization process involves multiple stakeholders. We introduce new theory on the process of expatriate socialization by adopting the host country national’s perspective, and taking into consideration social cognitions and organizational practice as important interactive influences on host country coworkers’ decision to act as potentially important socializing agents for expatriate newcomers. We discuss the consequences for multiple stakeholders when the socializing potential of host country nationals is overlooked. Our research has significant implications for how organizations and expatriates should approach expatriate socialization, particularly that the host country nationals’ role in the process needs to be taken more seriously.

The Perils of Global Business yet Local Markets

by Marcus Goncalves

Published by Benzinga on February 24, 2012

It would appear that all along we have been given mixed messages about how global markets are constructed. Scholars... more It would appear that all along we have been given mixed messages about how global markets are constructed. Scholars and gurus alike have been telling international students and virtually anyone who will listen that the world is flat, while others insist it’s grumpy at best.

While some politicians and commentators claim that the world is becoming a global village, cultures and values are converging, and naysayers are quick to point out huge gaps in cultural divergences that they believe are the cause of most of the world’s conflicts. As globalization is praised and encouraged by some, its dangers are portrayed in the news by financial analysts and by international organizations aplenty such as the United Nations, the International Monetary Fund, and the World Trade Organization. Amidst this haze of misinformation, competing trends are pulling multinational firms and brave small business owners in every direction.

Types of knowledge gained by expatriate managers

by Ariane Berthoin Antal

a revised version of this paper was published in:
Journal of General Management, Vol. 26, No. 2, Winter 2000:32-51

Change and Japan-EU Relations: Spotlighting Economic and Business Organization

by Patricia Nelson

See: http://www.jean-monnet-coe.keio.ac.jp/conferences_eng.html

Keio Jean Monnet COE Research Centre for EU Studies
The 4th International Symposium
"Implications of European Integration for the State and Sovereignty in a Transnational World"

Date: 26th June, 2010, Saturday
Time: 13:00-17:30
Venue: Symposium Room, East Building, 8F, Keio University, Mita campus

Co-Organised by: The MEXT Strategic University Collaboration Support Project between Keio University and Hitotsubashi University
Language: English
Admission: Free


13:00-13:10　　Opening remarks
　　Speaker: Professor Katsuhiro Shoji
　　　　　　　　Law School, Keio University; Jean Monnet Chair;
　　　　　　　　Director, Keio Jean Monnet COE for EU Studies

13:10-14:10　　Session 1: The EU's External Relations with Asia
　　Speaker: Dr. Sebastian Bersick
　　　　　　　　University College Lecturer, National University of Ireland, Cork
　　Chair: Professor Toshiro Tanaka
　　　　　　　　Keio University; Jean Monnet Chair

14:10-15:10　　Session 2: Intel Decision and the EU's New Standards for Behaviours by Dominant Firms
　　Speaker: Dr. Kuo-lien Hsieh
　　　　　　　　Assistant Professor,
　　　　　　　　School of Law, Shih Hsin University, Taipei, Taiwan
　　Chair: Mr. Fumihiko Azuma
　　　　　　　　Researcher, Keio Jean Monnet COE for EU Studies;
　　　　　　　　Lecturer, Rissho University

15:10-15:25　　Break

15:25-16:25　　Session 3: Change and Japan-EU Relations: Spotlighting Economic and Business Organization
　　Speaker: Dr. Patricia Nelson
　　　　　　　　Visiting Professor, Graduate School of Law, Keio University
　　Chair: Ms. Yukari Akeda
　　　　　　　　Research Assistant Professor, Graduate School of Law, Keio University

16:25-17:25　　Session 4: Asian Perceptions of the EU
　　Speaker: Professor Martin Holland
　　　　　　　　University of Canterbury, New Zealand
　　Chair: Professor Toshiro Tanaka
　　　　　　　　Keio University; Jean Monnet Chair

17:25-17:30　　Closing Remarks
　　Speaker: Professor Katsuhiro Shoji
　　　　　　　　Law School, Keio University; Jean Monnet Chair;
　　　　　　　　Director, Keio Jean Monnet COE for EU Studies

Rethinking institutional distance: strengthening the tie between new institutional theory and international management

by Paul Tracey

Global Diversity Management

by Mustafa Ozbilgin

Özbilgin, M. F. (2008) Global Diversity Management, , in Smith, P.; Peterson, M. F. and Thomas, D. C. (eds), The Handbook of Cross-Cultural Management Research, pp. 379-396, London: Sage Press.

This paper focuses on global diversity management, outlining its differences to single-nation diversity management and... more This paper focuses on global diversity management, outlining its differences to single-nation diversity management and explains the unique features of both forms of diversity management. The single-nation diversity management debate is first unpacked in terms of the way it has been defined, contested and developed, in the mainstream literature. These elaborations then lead to a discussion of how global diversity management is different from its single-nation counterpart. Subsequently, a conceptual model of key influences on appropriation and development of a global diversity management approach is offered. This model is described with its key components. While the single-nation diversity management literature was driven by academic theory paving the way for policy and practice, global diversity management is an emergent academic concept, the substantive body of knowledge for which comes from practice.

‘Retail’

by Andre Sammartino

in Dick, H. & Merrett, D. (eds.), “The Internationalisation Strategies of Small-Country Firms: The Australian Experience of Globalisation”, Edward Elgar, pp.175-194

This chapter appeared in a book looking at outward investment by Australian firms. I argue that Australia's largest... more This chapter appeared in a book looking at outward investment by Australian firms. I argue that Australia's largest retailers have neglected internationalisation (beyond some incursions into New Zealand) as a growth strategy, chosing instead to diversify across the local retail domain. This choice is partially driven by the relative isolation of the Australian market, and the neglect of this market by large international retailers. The chapter also looks at the experience of four smaller retailers from Australia who have surprisingly large global footprints in niche retail markets.

Mark Neal, (2010) "When Arab-expatriate relations work well: Diversity and discourse in the Gulf Arab workplace", Team Performance Management, Vol. 16 Iss: 5/6, pp.242 - 266

by Mark Neal

Purpose – The purpose of this paper is to document and analyze the case of a public sector organization in the Gulf... more Purpose – The purpose of this paper is to document and analyze the case of a public sector organization in the Gulf region, in which Arab-expatriate relations worked well and sustained a positive and high-performing organizational climate.

Design/methodology/approach – The research employed an embedded ethnographic approach to produce a case analysis of expatriate-local work relations.

Findings – The study found that although there may be multiple sources of difference and potential conflict between Arab locals and expatriates in the workplace, there are circumstances where the effects of such divisions are neutralized, and a positive work environment is sustained. The paper identifies the key sources of division, and social cohesion, and shows how – in this case – these factors interacted so that the negative impact of cultural difference was neutralized, and good working relations were achieved.

Originality/value – The paper is new in two respects. It is the first ethnographic study of Arab-expatriate work relations in a public sector organization in Oman. It is also the first paper to identify, and distinguish between, the factors emphasizing alterity between Arab and expatriate workers, and those encouraging social cohesion.