International Success: Selecting, Developing, and Supporting Expatriate Managers
By Meena S. Wilson and Maxine A. Dalton
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International Success - Meena S. Wilson
INTERNATIONAL
SUCCESS
SELECTING, DEVELOPING, AND
SUPPORTING EXPATRIATE MANAGERS
INTERNATIONAL
SUCCESS
SELECTING, DEVELOPING, AND
SUPPORTING EXPATRIATE MANAGERS
Meena S. Wilson
Maxine A. Dalton
Center for Creative Leadership
Greensboro, North Carolina
The Center for Creative Leadership is an international, nonprofit educational institution founded in 1970 to advance the understanding, practice, and development of leadership for the benefit of society worldwide. As a part of this mission, it publishes books and reports that aim to contribute to a general process of inquiry and understanding in which ideas related to leadership are raised, exchanged, and evaluated. The ideas presented in its publications are those of the author or authors.
The Center thanks you for supporting its work through the purchase of this volume. If you have comments, suggestions, or questions about any CCL Press publication, please contact the Director of Publications at the address given below.
Center for Creative Leadership
Post Office Box 26300
Greensboro, North Carolina 27438-6300
Telephone 336-288-7210 • www.ccl.org/publications
©1998 Center for Creative Leadership
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
CCL No. 180
Library of Congress Cataloging-in-Publication Data
Wilson, Meena S.
International success : selecting, developing, and supporting expatriate managers / Meena S. Wilson, Maxine A. Dalton.
p. cm.
Includes bibliographical references.
ISBN 1-932973-49-4
1. Corporations, Foreign. 2. Corporations, American—Personnel management. 3. Executives—Training of. 4. Middle managers—Training of. 5. Americans—Employment—Foreign countries. I. Dalton, Maxine A. II. Title.
Table of Contents
LIST OF FIGURES AND TABLES
PREFACE
ACKNOWLEDGMENTS
INTRODUCTION
THE COSTS OF FAILURE
WHAT DOES EXPATRIATE EFFECTIVENESS MEAN?
HOW TO CREATE AND MAINTAIN A TALENT POOL OF EFFECTIVE EXPATRIATES
Selection
Short-term Considerations: Personality and Early-life Experiences
Long-term Consideration: Family Readiness
Development
Short-term Considerations: Language and Cultural Training
Long-term Consideration: On-the-job Development
Support
Short-term Considerations: Outbound Transition and Family Adjustment
Long-term Considerations: Equitable Compensation and Repatriation
Recommendations for Developing a Talent Pool of Expatriate Managers
CAN GLOBAL PERSPECTIVES BE LEARNED?
REFERENCES AND SUGGESTED READINGS
APPENDIX A: DESCRIPTION OF RESEARCH
APPENDIX B: INTERVIEW PROTOCOLS
Figures
Figure 1. Expectations for Effectiveness
Figure 2. Selection-Development-Support (SDS) Framework
Figure 3. Early-life Experiences: Lessons Learned from Most Frequently Cited Events
Figure 4. Tiers of Expertise
Tables
Table A1. Criterion Measure for Study 3
Table A2. NEO PI-R Scales: Zero Order Correlations
Table A3. Prospector™ Scales
PREFACE
In 1994 the Center for Creative Leadership (CCL) launched the Global Leadership Research Project. One of the first studies associated with the project was an investigation of the expatriate role. We began by reviewing the relevant academic and practical literature and talking with senior human resources executives from several Fortune 500 companies. These people have primary responsibility for developing managers and making expatriate assignments. They told us that although their organizations were moving relentlessly forward to participate in global markets, their senior managers were ill prepared to live and work successfully outside of the U.S. These managers raised two questions: How can we improve the success rate of our people sent out on international assignments? How do we build the bench strength to staff our organizations internationally?
Once we were clear about their concerns, we responded by conducting a series of studies with expatriates and repatriates. Our purpose was to explore the factors contributing to expatriate effectiveness in order to create baseline information about how companies can build their talent pool for staffing senior international positions.
This report is one product of that work.
ACKNOWLEDGMENTS
The authors thank all the organizations and people who have made this report possible.
We gratefully acknowledge sponsorship of our research by the Colgate-Palmolive Company; E. I. du Pont de Nemours & Co.; Kraft General Foods/Phillip Morris Companies, Inc.; The Stanley Works; Saudi ARAMCO; Swiss Bank Corporation; and Texaco, Inc. We also thank the many human resources professionals from these and other organizations who contributed their insider observations and shaped this endeavor.
The thoughtful comments and encouragement of our internal and external reviewers—Patrick Carmichael, Jennifer Deal, Chris Ernst, Lily Kelly-Radford, Harry Lane, Rebecca Lotsoff, Tom Perryman, and Valerie Sessa—and our editor, Marcia Horowitz, gave final form to this report, and we thank them.
We also appreciate early contributions to this research by our CCL colleagues John Fleenor, Michael Hoppe, Gordon Patterson, and Ellen Van Velsor, and later contributions to the typing of the manuscript by Renea King. In particular, we thank Denise Craig, our partner in