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Expatriates in the UAE

Expatriates in the UAE Purpose – Sending staff to international locations can be costly for employers as well as employees if the expatriate staff members fail in their ability to assimilate themselves or are unable to work within the construct of the foreign culture. From a strategic perspective, failed overseas deployments can have serious implications in both the firm’s reputation and unnecessary costs. We examine this issue within the context of deployments to the United Arab Emirates (UAE). Design/methodology/approach – Questionnaires are used to examine the factors relating to expatriate leader adjustment in the UAE. The experiences of expatriate managers in the UAE are discussed. Findings – Our study found that well-structured pre-departure training had a positive effect on expatriate managers’ adjustment to working in the UAE. Mentoring was also considered to be highly effective as a means of preparing employees for an overseas deployment. A number of useful guidelines have been developed from the experiences of the expatriate managers surveyed in our research. Research limitations/implications – Practical implications The results provide notable implications for organizational leaders facing a posting to the UAE and human resource management specialists preparing people for work in the UAE. It also provides a practical model to be used by expatriate leaders to facilitate their adjustment to the UAE culture. Originality/value – Although there has been much research on cross-cultural adaptation, relatively little has been written on practical managerial adaptation, specifically in the UAE. This article helps address this imbalance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business Strategy Emerald Publishing

Expatriates in the UAE

AlMazrouei, Hanan; J. Pech, Richard
Journal of Business Strategy , Volume 35 (3): 8 – May 13, 2014
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References (18)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0275-6668
DOI
10.1108/JBS-08-2013-0064
Publisher site
See Article on Publisher Site

Abstract

Purpose – Sending staff to international locations can be costly for employers as well as employees if the expatriate staff members fail in their ability to assimilate themselves or are unable to work within the construct of the foreign culture. From a strategic perspective, failed overseas deployments can have serious implications in both the firm’s reputation and unnecessary costs. We examine this issue within the context of deployments to the United Arab Emirates (UAE). Design/methodology/approach – Questionnaires are used to examine the factors relating to expatriate leader adjustment in the UAE. The experiences of expatriate managers in the UAE are discussed. Findings – Our study found that well-structured pre-departure training had a positive effect on expatriate managers’ adjustment to working in the UAE. Mentoring was also considered to be highly effective as a means of preparing employees for an overseas deployment. A number of useful guidelines have been developed from the experiences of the expatriate managers surveyed in our research. Research limitations/implications – Practical implications The results provide notable implications for organizational leaders facing a posting to the UAE and human resource management specialists preparing people for work in the UAE. It also provides a practical model to be used by expatriate leaders to facilitate their adjustment to the UAE culture. Originality/value – Although there has been much research on cross-cultural adaptation, relatively little has been written on practical managerial adaptation, specifically in the UAE. This article helps address this imbalance.

Journal

Journal of Business Strategy – Emerald Publishing

Published: May 13, 2014

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