Introduction
In the globalized world the competition gets aggravated and multinational companies (MNCs) seek out for new practices to stay competitive. One solution is cognitive and cultural diversity, implemented by multicultural management teams. Nevertheless a prerequisite is that international human resource management (IHRM) and the strategic goals of the organization will be linked (Harvey, Speier, Novicevic 1999b). This is necessary for the development of a distinctive competency, which constitutes a competitive advantage through diversity. Diversity prevents groupthink and facilitates a repertoire of different strategic choices, which is crucial to stay competitive.
To approach this goal, MNCs avail themselves of international assignments, meaning to require an employee (manager) to work abroad for a specific purpose. The different purposes of international assignments will be examined in chapter 2.3.
There are two typical forms of international assignments: expatriation and inpatriation.
This paper examines the inpatriation process, concerning:
- the different assignee types
- the differentiation between inpatriation and expatriation
- the purpose of international assignments, especially inpatriation
- the advantages of inpatriation compared to expatriation and vice versa
- motives, expectations and challenges of inpatriation from different points of view
- preparation by the inpatriate
- cultural challenges (culture shock) and coping tips
- preparation, assistance/support and training for the inpatriate and factors which have
to be considered
This paper will conclude what factors make the inpatriation successful, and what can lead to failure.
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Table of Contents
1. Introduction
1.1. Proceeding and Methodology
2. Differentiation between inpatriation and expatriation
2.1. Three types of assignees
2.2. Special differences
2.3. Purposes and reasons of inpatriation and expatriation
2.4. Advantages of inpatriates and expatriates
3. The inpatriation process (inpatriate)
3.1. Determinants in knowledge sharing
3.2. Motives, expectations and concerns of the inpatriate and his family
3.2.1. Employee viewpoint
3.2.2. Spouse viewpoint
3.3. Preparation by the inpatriate
3.4. Cultural challenge
3.4.1. Culture shock coping tips
4. Inpatriation process (company)
4.1. IHRM department
4.2. Preparation of the inpatriation
4.2.1. Need assessment
4.2.2. Anticipation of problems
4.2.3. Correction of expectations
4.3. Assistance/Support for the inpatriate
4.4. Inpatriate training
5. Success and failure of inpatriation
Research Objectives and Key Topics
This paper examines the process of inpatriation within multinational companies, aiming to identify the most significant differences between inpatriation and expatriation and to determine the recommended actions for both the company and the individual that contribute to a successful assignment.
- Differentiation between inpatriation and expatriation strategies
- Motives, expectations, and challenges from the perspectives of employees and their families
- Cultural adjustment, specifically managing culture shock
- The role of the IHRM department in preparation, support, and training
- Key success and failure factors in the inpatriation lifecycle
Excerpt from the Book
3.4. Cultural challenge
Having to match to or master both, internal and external work environment is one of the most important unique challenges for the inpatriate. For a HCN (inpatriate) there often is a large distance between the home culture and the HQ country culture (Reiche, 2010).
Imagine a Chinese inpatriate comes to a German HQ. It is an absolutely different culture and can be a stressful challenge.
In comparison, the PCN expatriate must adjust to the local host country culture and working arrangements and is often shielded to a quite huge degree by the existing MNC home country culture, policies, and support structures at the host country operations (Vance and Paik 2006). Therefore inpatriates often experience a cultural shock and the shock itself is mostly sensed to a quite higher degree.
The first phase of the culture shock is called honeymoon and is also referred to as the “tourist” stage in the culture shock cycle. Some inpatriates enter this phase while they are still in planning mode. This stage of the cycle is met with heightened passion and excitement, possible fear of the unknown and an overwhelming sense of adventure and mission (Moore 2009).
Approximately during the second month curve slopes downwards and the so called culture shock occur. Symptoms of a culture shock are flight, dependence, fight and adjustment (Vonsild 2004). In general a culture shock is characterized by feelings of helplessness and the inability to make sense of people and events in a new environment.
Summary of Chapters
1. Introduction: Outlines the strategic importance of inpatriation in globalized competition and defines the paper's focus and research questions.
2. Differentiation between inpatriation and expatriation: Clarifies the distinct categories of international assignees and highlights the key differences regarding purpose, adjustment challenges, and corporate goals.
3. The inpatriation process (inpatriate): Examines the individual perspective, including motives, cultural challenges like culture shock, and personal preparation strategies.
4. Inpatriation process (company): Details the responsibilities of the IHRM department, emphasizing the need for structured preparation, support, and tailored training programs.
5. Success and failure of inpatriation: Synthesizes the critical success factors for both the company and the individual, concluding that unfulfilled expectations and insufficient support are primary drivers of failure.
Keywords
Inpatriation, Expatriation, Multinational Companies, IHRM, Knowledge Sharing, Culture Shock, Cross-Cultural Adjustment, Global Staffing, Assignment Success, Diversity, Corporate Culture, Management Development, International Assignments, Host Country National, Parent Country National.
Frequently Asked Questions
What is the core focus of this research paper?
The paper explores the process of inpatriation, distinguishing it from traditional expatriation, and analyzes the factors that determine whether an inpatriation assignment is successful or unsuccessful.
What are the primary themes discussed?
Key themes include the differences between assignee types, the specific challenges inpatriates face regarding culture shock, the critical role of HR in supporting the transition, and the importance of tailored training.
What is the main goal or research question?
The research addresses two main questions: how inpatriation differs from expatriation and what specific actions by companies and individuals are necessary to ensure a successful outcome.
Which scientific methodology is applied?
The authors conducted an extensive literature review, analyzing academic books, journals, databases, and relevant internet sources to synthesize best practices for inpatriation.
What is covered in the main body of the text?
The main body systematically covers the definitions and differences of assignees, the psychological and cultural challenges for the inpatriate and their family, and the strategic operational processes managed by IHRM departments.
How would you characterize this paper through keywords?
The paper is best characterized by terms such as Inpatriation, Knowledge Sharing, IHRM, Cross-Cultural Adjustment, and Global Staffing.
What specific cultural challenge do inpatriates often face compared to expatriates?
Inpatriates face a much higher degree of culture shock because they are moving to the HQ culture, which is often drastically different from their own, unlike expatriates who are often shielded by the existing MNC policies in the host country.
Why is the role of the IHRM department considered vital for inpatriation?
The IHRM department acts as the primary support system, responsible for mitigating the risks of failure through professional needs assessments, mentoring, and ensuring the inpatriate receives the training necessary for organizational and social integration.
What is the "dual-career problem" mentioned in the context of international assignments?
It refers to the difficulty a spouse faces in continuing their career during the assignment period; notably, the paper finds this is less of an issue for inpatriate families from developing countries compared to expatriate families.
- Arbeit zitieren
- Marleen Stein (Autor:in), Barbara D. (Autor:in), 2011, Differentiation between inpatriation and expatriation: Factors of success and failure of inpatriation, München, GRIN Verlag, https://www.hausarbeiten.de/document/172813
