臺灣博碩士論文加值系統

Increasing globalisation has caused a reorientation in the foreign market presence. Multinational organisations increasingly make use of expatriates in order to succeed overseas. However, without appropriate preparation and assistance, expatriates risk facing significant cultural challenges that do not remain without consequences. This raises the question of how to develop and implement an efficient cross-cultural training programme. To answer this question, one has to understand the different adaptation steps through which expatriates pass. Additionally, it is worth exploring how the company’s culture differs across the countries and what effects these differences have on expatriate’s job performance. This, in turn, also begs the question of how job performance is perceived abroad and whether there is a correlation between the employee’s satisfaction and the business’ success. Through an exploratory research design and qualitative interviews, this thesis endeavours to answer these questions in several steps. Based on the case of KYMCO, a Taiwanese motorcycle manufacturer, the purpose of the research is to identify pertinent issues that need to be considered when implementing an efficient cross-cultural training programme for Taiwanese expatriates transferring to Luxembourg or Wales. The first part of the thesis provides a detailed overview of existing literature in the fields of expatriate’s selection criteria and motivation, cultural dimensions, culture shock phases and different aspects of cross-cultural training. Interviews were conducted with expatriates, which have been analysed using Mayring’s qualitative content analysis for the purposes of this research. The results exhibit major adaptation processes regarding the culture shock phase, the adaption phase and the reverse culture shock phase. With respect to differences in company culture, one can conclude that the parent company’s culture and the host countries’ company culture have, for the expatriate, significant differences. Taking job performance into account, one can conclude that the employee’s satisfaction is correlated to the business success. Moreover, the results showed that cultural training aiming at increasing cultural awareness and cross-cultural communication competences is necessary for a better adaptation and increased job performance abroad. Finally, the author’s recommendations for practical implications serve as a base for the adequate development and implementation of a strong training programme for future expatriates.

Increasing globalisation has caused a reorientation in the foreign market presence. Multinational organisations increasingly make use of expatriates in order to succeed overseas. However, without appropriate preparation and assistance, expatriates risk facing significant cultural challenges that do not remain without consequences. This raises the question of how to develop and implement an efficient cross-cultural training programme. To answer this question, one has to understand the different adaptation steps through which expatriates pass. Additionally, it is worth exploring how the company’s culture differs across the countries and what effects these differences have on expatriate’s job performance. This, in turn, also begs the question of how job performance is perceived abroad and whether there is a correlation between the employee’s satisfaction and the business’ success. Through an exploratory research design and qualitative interviews, this thesis endeavours to answer these questions in several steps. Based on the case of KYMCO, a Taiwanese motorcycle manufacturer, the purpose of the research is to identify pertinent issues that need to be considered when implementing an efficient cross-cultural training programme for Taiwanese expatriates transferring to Luxembourg or Wales. The first part of the thesis provides a detailed overview of existing literature in the fields of expatriate’s selection criteria and motivation, cultural dimensions, culture shock phases and different aspects of cross-cultural training. Interviews were conducted with expatriates, which have been analysed using Mayring’s qualitative content analysis for the purposes of this research. The results exhibit major adaptation processes regarding the culture shock phase, the adaption phase and the reverse culture shock phase. With respect to differences in company culture, one can conclude that the parent company’s culture and the host countries’ company culture have, for the expatriate, significant differences. Taking job performance into account, one can conclude that the employee’s satisfaction is correlated to the business success. Moreover, the results showed that cultural training aiming at increasing cultural awareness and cross-cultural communication competences is necessary for a better adaptation and increased job performance abroad. Finally, the author’s recommendations for practical implications serve as a base for the adequate development and implementation of a strong training programme for future expatriates.

TABLE OF CONTENTS
Abstract i
Table of Contents iii
Table of Figures v
List of Tables v
Abbreviations vi
1 Introduction 1
1.1 Research gap 1
1.2 Research questions 2
1.3 Aims and objectives 3
1.4 Structure 3
2 Expatriates 5
2.1 Definitions and distinctions 5
Expatriate goals from a corporate point of view 6
2.2 Willingness to accept an international assignment 8
2.3 Selection criteria 10
3 Culture 13
3.1 Hofstede’s six dimensions 13
3.2 Trompenaars‘ seven dimensions 15
3.3 Culture shock 17
3.3.1 U-curve 17
3.3.2 W-curve 19
4 Cross-cultural training in theory 21
4.1 Definition and goals 21
4.2 Requirements of the trainer 23
4.3 Typology of training 24
4.4 Timing of training 26
4.4.1 Pre-prepartory training 27
4.4.2 Post-arrival training 27
4.4.3 Sequential training 28
4.4.4 Post-prepartory training 29
4.5 Training methods 30
4.5.1 Didactic training 30
4.5.2 Cultural assimilator 32
4.5.3 Language training 34
4.5.4 Sensitivity training 35
4.5.5 Field experience 36
4.5.6 Reintegration training 36
5 Research Methodology 40
5.1 Research design 40
5.2 Data collection 41
5.2.1 Secondary data collection 41
5.2.2 Primary data collection 42
5.3 Data analysis 42
5.3.1 Formal characteristics 43
5.3.2 Direction and theory-driven differentiation of the research questions 43
5.3.3 Determination of the analysing technique 44
6 Results 48
6.1 Adaptation processes 48
6.1.1 Culture shock 48
6.1.2 General adaptation process 51
6.1.3 Reverse culture shock 52
6.2 Company culture 54
6.3 Expatriate’s performance 56
6.4 Effectiveness of cross-cultural training methods 58
7 Discussion and comparison of results and the literature 61
8 Recommendations for professional practice 66
9 Conclusion and implication for further research 73
10 Bibliography 75
11 Appendix 91
11.1 Transcription of the interviews 91
11.1.1 Interview 1 91
11.1.2 Interview 2 96
11.1.3 Interview 3 102
11.1.4 Interview 4 107
11.1.5 Interview 5 113
11.1.6 Interview 6 119
11.2 Extract from the Qualitative Analysis 126

Table of Figures
Figure 1 Author’s own translation - Willingness to accept an international assignment 10
Figure 2 Author’s own diagram - Hofstede's six dimensions, comparing Taiwan with Luxembourg and the United Kingdom 15
Figure 3 Culture shock curve 19
Figure 4 Typology of cross-cultural training methods 24
Figure 5 Berry’s model of acculturation strategies based on ethnocultural groups…........................ 33
Figure 6 Market Research Process 40
Figure 7 Author’s own translation - Process model of a summarising qualitative analysis 45
Figure 8 Author’s own diagram - Advised timeline with training packages………………………..67

List of Tables
Table 1 Elaborated Categories regarding experienced culture shock 48
Table 2 Elaborated Categories regarding cultural adjustment 51
Table 3 Elaborated Categories regarding experienced reverse culture shock………………52
Table 4 Elaborated Categories regarding different company cultures 54
Table 5 Elaborated Categories regarding experienced job performance abroad……………56
Table 6 Elaborated Categories regarding recommendations for cross-cultural training..58


Abbreviations
HCN Host-country nationals
IBM International business machines
IBT international business traveller
PCN Parent-country nationals
SJR SCImago Journal Rank indicator
TCN Third-country nationals

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