Access the full text.
Sign up today, get DeepDyve free for 14 days.
N. Forster (2000)
Expatriates and the impact of cross-cultural trainingHuman Resource Management Journal, 10
J. Black, M. Mendenhall (1990)
Cross-Cultural Training Effectiveness: A Review and a Theoretical Framework for Future ResearchAcademy of Management Review, 15
Rosalie Tung (1982)
Selection and Training Procedures of U.S., European, and Japanese MultinationalsCalifornia Management Review, 25
Paula Caligiuri (2000)
Selecting Expatriates for Personality Characteristics: A Moderating Effect of Personality on the Relationship between Host National Contact and Cross-Cultural AdjustmentManagement International Review, 40
H. Harris, Savita Kumra (2000)
International Manager Development: Cross-Cultural Training in Highly Diverse Environments.Journal of Management Development, 19
Rita Bennett, A. Aston, Tracy Colquhoun (2000)
Cross‐cultural training: A critical step in ensuring the success of international assignmentsHuman Resource Management, 39
J.S. Black, H. Gregorsen, M. Mendenhall
Global Assignments
Anne-Wil Harzing (2002)
Are our referencing errors undermining our scholarship and credibility? The case of expatriate failure ratesJournal of Organizational Behavior, 23
A.M. Osman‐Gani
Developing expatriates for the Asia‐Pacific region: a comparative analysis of multinational enterprise managers from five countries across three continents
Michael Harvey, M. Novicevic (2001)
The impact of hypercompetitive “timescapes” on the development of a global mindsetManagement Decision, 39
J. Osland, A. Bird
Beyond sophistication stereotyping: cultural sense making in context
N. Zakaria (2000)
The effects of cross‐cultural training on the acculturation process of the global workforceInternational Journal of Manpower, 21
Rosalie Tung (1987)
The new expatriates : managing human resources abroad
R. Thomas
Using demographic analysis in health service planning: a case study in obstetrical services
K. Hutchings (2003)
Cross-Cultural Preparation of Australian Expatriates in Organisations in China: The Need for Greater Attention to TrainingAsia Pacific Journal of Management, 20
A. Osman-Gani, P. Reine, F. Trompenaars (2000)
Developing Expatriates for the Asia-Pacific Region: A Comparative Analysis of Multinational Enterprise Managers from Five Countries across Three Continents. [and] Invited Reaction: Developing Expatriates for the Asia-Pacific Region.Human Resource Development Quarterly, 11
J. Osland, Silvio Franco, A. Osland (1999)
Organizational Implications of Latin American CultureJournal of Management Inquiry, 8
B. Berelson (1952)
Content analysis in communications research
Stuart Green, C. Kao, G. Larsen (2010)
Contextualist Research: Iterating between Methods While Following an Empirically Grounded ApproachJournal of Construction Engineering and Management-asce, 136
I. Varner, Teresa Palmer (2002)
Successful Expatriation and Organizational Strategies, 23
S. Cerimagic
Cross cultural characteristics of project managers in Australia and the United Arab Emirates
J. Richardson, S. McKenna (2000)
Metaphorical “types” and human resource management: self‐selecting expatriatesIndustrial and Commercial Training, 32
Purpose – The purpose of this paper is to find out if Australian project managers who are working in the United Arab Emirates (UAE) receive cross‐cultural training and if this training helps them to adapt to the new environment and perform better. Design/methodology/approach – The information on which this paper is based was obtained through semi‐structured interviews conducted with Australian expatriates who were working the UAE in 2009. Findings – The findings suggest that cross‐cultural training is very important in that it helps minimise, although not eradicate, misunderstandings and inappropriate behaviours. Specific cross‐cultural training provides expatriates with information and guidance that is relevant and particular to the culture in which they will be working. The information provided should be on the destination country and its people and that country's specific culture, values, attitudes and appropriate behaviours. Research limitations/implications – Providing expatriates with the appropriate cross‐cultural training is only useful if the expatriate is receptive and willing to learn. The best training in the world is useless if the expatriate is unwilling to learn. This research did not look at the selection criteria for expatriates. Selecting the right people, who are willing to learn and who enjoy new and sometime challenging environments, is paramount to the success of cross‐cultural training. Originality/value – By providing expatriates with cross‐cultural training, expatriates are more likely to adapt to the new culture faster, which will in turn help the expatriates to perform at their full potential.
Education Business and Society Contemporary Middle Eastern Issues – Emerald Publishing
Published: Nov 8, 2011
Keywords: United Arab Emirates; Expatriates; Employees behaviour; Cross‐cultural training; Project managers
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.