A l v a h H. C h a p m a n Jr.
C H A P M A N
Graduate School of Business
Florida International University
Adapting to a Boundaryless World:
A Blueprint for Global Executives
Juan I. Sanchez, Ph.D..
International Human Resource
Management Strategies
Ethnocentric: Hire primarily home-country nationals (i.e.,
expatriates) for high-level foreign positions.
Polycentric: hire Host-country
nationals because they are best
equipped to deal with local
markets.
Geocentric: hire best qualified home-country, host-country, or
third-country national for the job.
Good-bye expatriate,
Are expatriates
an executive
extinct species?
hello global
Many executives
Fewer
Local
Home-country
corporations
trips
mayexecutives
be
need
are
scheduled,
continuous
reducing
alsoother
need
but
their
coaching
they
information
number
mayforms
from
last
of expatriates
that
for
homecan beand
E-mail,
teleconferencing,
and
modern
oflonger
increasing
periods
country
obtained
of
nationals,
only
time,
theirthrough
number
creating
especially
face-to-face
of
“virtual
local
executives,
expatriates.”
interaction
start-ups.
but…
witheven
local
communication
are
shaped
byduring
culture
and require
more
executives.
cultural
sensitivity than face-to-face interactions.
“An
international
“Perhaps
the mostassignment
challengingisofnot
only
a physical adventure
in a more
all transformations
is the ability
to
or
less remote
but also a
develop
a dualland,
identification.”
psychological adventure that
Sanchez,
Spector,
Cooper (2000). Academy
of
requires
the&willingness
to revise
Management Executive, Vol. 14(2), page 105.
deeply held beliefs concerning one’s
own identity.”
Sanchez, Spector, & Cooper (2000). Academy of
Management Executive, Vol. 14(2), page 105.
Ineffective thinking…
Being an American and identifying with the
Mexican culture are opposite poles of the
same continuum:
American
Mexican
Internal
conflict
Example: U.S. executive representing U.S.
Developing dual identification
company in Mexico
High
Identification
Identificationwith
with
The
parent
U.S.
culture
Loves U.S.,
Unacculturated
Bicultural
Loves
both(low
U.S.
to host (high
doesn’t
care
stress)
and
Mexico
stress) Mexico
about
Doesn’t care
Alienated
to
both cultures
about
either
(highor
U.S.
stress)
Mexico
Loves Mexico,
Reacculturated
to host (medium
doesn’t
care
stress) the U.S.
about
Low
Low
High
Identification
Identificationwith
withMexico
host culture
How does one form a dual identification over time?
Stage
Primary
stressors
Selection of
Cross-cultural
global executive un-readiness.
Technical vs.
personality
competence
Executive
response
Employer
response
Self (and family)- Facilitate selfevaluation of
assessment
readiness
Selection of Global Executives
Mr. Smoothie
Ms. Go-Getter
Mr. Techie
Mr. Know-It-All
Ms. Congeniality
How does one form a dual identification over time?
Stage
Primary
stressors
Executive
response
Employer
response
Assignment
acceptance
Unrealistic
evaluation of
stressors;
hurried
timeframe
Think of
assignment as a
growth
opportunity.
Do not make
unwarranted
assumptions of
cultural
competence.
Do not make
hard-to-keep
promises. Clarify
expectations.
Pre-departure
training.
How does one form a dual identification over time?
Stage
Primary
stressors
Executive
response
Employer
response
Arrival
Cultural shock.
Feelings of lack
of fit and
differential
treatment.
Do not construe
identification with
the host and
parent cultures as
mutually
exclusive. Seek
social support.
Post-arrival
training.
Facilitate
integration in
global executive
network.
Novice
Cultural
blunders.
Ambiguity due
to inability to
decipher
situations.
Observe locals’
Provide follow-up
coping responses. coaching.
Do not simply
replicate
responses that
worked at home.
How does one form a dual identification over time?
Stage
Primary
stressors
Executive
response
Employer
response
Transitional
Rejection of
host or parent
culture.
Form and
maintain
attachments with
both cultures.
Promote
culturally
sensitive policies
at host country.
Access to family
and friends.
Mastery
Frustration with Internalize and
boundary
enjoy walking
spanning role. between two
cultures.
Reinforce rather
than punish dual
identification by
defining common
goals.
How does one form a dual identification over time?
Stage
Primary
stressors
Executive
response
Employer
response
Repatriation
Disappointment
with unfulfilled
expectations.
Sense of
isolation.
Loss of
autonomy.
Re-evaluate
assignment as a
personal and
professional
growth
opportunity.
Arrange prerepatriation
briefings and
interviews.
Schedule postrepatriation
support meetings.
Successful evolution of parent and host
culture identification
Mastery
Transitional
Time in
assignment
Parent culture
Identification
Host culture
Arrival