EXPATRIATE WORKERS AS CULTURAL BRIDGE BUILDERS:

A QUALITATIVE STUDY OF THE EXPATRIATE EXPERIENCE

Diana C. CooperDoctoral Candidate

Human Resource DevelopmentUniversity of Minnesota

4005 Natchez Avenue SouthEdina, MN 55416(952) 200-5903

coope048@umn.edu

Conference Stream: Critical Perspectives in HRDRefereed paper

Keywords: Expatriate adaptation; Intercultural training; Global HRD

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EXPATRIATE WORKERS AS CULTURAL BRIDGE BUILDERS:A QUALITATIVE STUDY OF THE EXPATRIATE EXPERIENCE

ABSTRACT

International assignments are on the rise for employees inmultinational corporations (GMAC, 2006). Expatriateworkers find themselves immersed in a foreign culture,commissioned to achieve important business objectives. The20-30% failure rate of expatriates is defined by earlyrepatriation or damaged work relationships related to anexpatriate’s inability to adapt to another culture. Thisqualitative study presents findings from the content analysisof narratives collected from employees from five continentsregarding their experience working for a U.S. multinationalcompany in 2008.

Keywords: Expatriate adaptation; intercultural training; Global HRD

International assignments are on the rise for employees in multinational corporations

(GMAC Relocation Survey, 2006). Workers employed by multinational corporations

(MNC’s) often accept an international project for professional and personal

development. These “expatriates” find themselves immersed in a foreign culture while

given responsibility for highly visible business initiatives. They need to adjust quickly to

a new culture and job, navigating language, social, and management differences in their

professional role while dealing with the logistics of a transcontinental move.

Researchers in the field of international management and training have examined the

challenges of international assignments to provide MNC’s with guidance to reduce the

20-30% failure rate of expatriate workers, defined by early repatriation or damaged work

relationships related to an expatriate’s inability to adapt to another culture (Adler, 2008;

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Black & Gregersen, 1999; Caligiuri & Stroh, 1999; Earley & Mosakowski, 2004; House,

et al, 2002; Tung, 1987). Past studies have focused on expatriate selection,

preparation, and cross-cultural adaptability.

This qualitative study examines expatriate employee narratives from interviews with

a sample of eleven workers from five continents working for a U.S. based. Ethnographic

research methods and phenomenology were used to gather and interpret data. The

study participants share a strong motivation to learn a new culture and act as cultural

bridges between their culture and the culture of their assignment. The findings support

existing theories on cross-cultural training and adaptation while revealing the important

role human resources and work colleagues play in an expatriate’s success. The support

of family and challenge of intercultural communication are dominant themes.

Opportunities for future research include intercultural adaptability assessment of

employees before and after assignment as well as the influence of expatriate spouses

and managers on the expatriate experience.

The Theoretical Framework and Literature Review

Researchers use different measures of international worker success, but two key

indicators are 1) the expatriate’s ability to adapt to a foreign culture and complete the

assigned project effectively without early repatriation, and 2) the employee managing

the assignment in a way that builds relationships and does not alienate foreign workers,

governments, or customers (Oddou, 2002). U.S. MNC’s report a 20-30% failure rate of

managers selected for an international assignment (Black & Gregersen, 1999).

Organizations are concerned about the performance of expatriate workers because the

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financial investment is great and performance is critical. Companies may invest

upwards of a quarter of a million dollars on one expatriate package for an annual tour of

duty overseas (Deloitte and Touche TCHRA seminar, 2008; Black & Gregersen, 1999).

Over the past twenty-five years, various research paradigms have been used to gain

insight into ways to improve selection, support, and development of expatriate workers.

The purpose of this study is to investigate the expatriate experience in the first decade

of the new millennium.

Cultural Intelligence: Traits, Self-efficacy, & Social Learning Theory

The successful expatriate worker shows a keen interest in different cultures and

learning to interact effectively, socially and professionally, internationally. Earley and

Mosakowski (2004), have used the term “cultural intelligence” (CQ) to describe the

aptitude for engaging in appropriate behaviors to adapt to foreign contexts. Thomas

(2002), maintains that a clear sense of one’s identity and personal humility in the face of

cultural mishaps is fundamental to the ability to adapt across cultures. This

demonstrates self-efficacy: persistence in attempting to attain an outcome in the face of

obstacles and mistakes (Vroom, 1964). Two components of CQ that may be developed

are the “mindfulness” of one’s motivation behind certain behaviors and the “hardiness”

to learn and grow when faced with unfamiliar or frustrating situations. The evidence that

“cultural intelligence” is trainable through experience with customs, norms, and beliefs

of other cultures is rooted in social learning theory (Bandura, 1977; Black & Mendenhall,

1990).

Cultural Dimensions

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Culturally acceptable behaviors vary depending upon a group’s value system.

Extensive research has shown that these values are reflected in dimensions of culture

which differ regionally with respect to concepts of power in relationships, monochronic

or polychronic time orientation, uncertainty avoidance, the value of collectivism vs.

individualism, and masculinity vs. femininity, among others, which influence our

perceptions of behavior (Hofstede, 1980a; House, et al., 2002). According to Thomas

(2002), our culture provides us with scripts and schemas to interpret and replicate

acceptable behavior in society. Hofstede referred to culture as the “software of the

mind” (1980) that gives each person a learned cultural bias about appropriate behavior.

Expatriates interpret cultural differences based on the appropriate value system within a

given cultural context and control their reactions order to achieve success on

assignment. This learning process is the essence of cross-cultural adaptation.

Assessment, Training, and Development

Individuals can develop their ability to adapt to different cultures once they have an

awareness of their own cultural lens and bias. Earley (1987), and other researchers

(Tung, 1987; Black & Mendenhall, 1999), have found that intercultural training improves

adaptation and performance of American business people sent on international

assignments in compared to those who did not receive training. The spectrum of human

reactions to a different culture, according to Milton Bennett (1993), ranges from denial,

defense, minimization, and adaptation to acceptance. From an ethnocentric stance, a

person observing norms, behaviors, or language of another culture may perceive them

to be in conflict with his own. Bennett contends that is possible to assess one’s level of

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awareness of different cultural contexts and cultivate it through experience, training,

adaptation, and exposure. However, the employees selected for expat assignments

from U. S. MNC’s are less likely to be chosen for intercultural competence and generally

fall into one of three categories: the high potential employee, the “interested and

available employee”, and the technical expert (Oddou, 2002). There continues to be an

“overemphasis on the technical competence criterion to the disregard of other attributes

necessary for effective performance abroad” ( Tung, 1987, p. 117). Only 30% of

American companies invest in training for employees selected for overseas

appointments with duration of three to five years (Black, 1988). Without developing

awareness of cultural differences, intercultural conflict can impede job performance for

those working in multicultural teams (Brett, et al, 2006). This explains why “some

intelligent people with good social skills…can still have problems adjusting properly to a

new cultural context” (Thomas, 2002, p. 62).

Methodology

In this study, ethnographic research methods combined with phenomenology were

employed to answer the question: what is the lived experience of the expatriate worker?

Responses to semi-structured interviews were collected providing a thick description of

the expatriate’s preparation, relocation, and adaptation while reflecting on the motivation

and challenges experienced before and during the international assignment.

To initiate the research project, the author contacted the Director of Global

Human Resource Office of a U.S. multinational corporation, submitting a proposal to

conduct interviews with expatriates who had been on international assignments of at

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least three months within the last five years. The expats could be on a current

assignment with the company, a citizen of any country, and could be interviewed by

phone or in person. The HR Director forwarded the proposal via email to approximately

140 expatriates who went on assignment offering them the opportunity to participate in

the research study by nominating themselves or other expat workers. The author

received responses from thirteen employees and interviewed eleven. Seven of the

expats interviewed were on a current assignment in the U.S. and were not U.S. citizens.

There were two women and nine men interviewed; nine participants had family

members accompanying them on assignment.

Procedure

The author conducted forty-five to ninety minute semi-structured interviews with eleven

expatriates. Ten of these employees agreed to audio taping of the interview. The tapes

were transcribed from interview sessions and notes were content analyzed for patterns

and themes emerging form narratives on the expatriate experience. Four of the

participants were U.S. citizens from the Southwest, Midwest, East Coast and the South

who were sent on assignment outside the U.S. Seven expats came to work in the U.S.

from various operations in Asia, Europe, North and South America. The participants

were on international assignments between 2003 and 2008.

Findings

What is the lived experience of the expatriate assignee? Expatriates act as cultural

bridges, engaging in teams with co-workers from cultures different from their own,

willing to adapt their behavior to accomplish company objectives. Commonalities

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between these expatriate experiences emerged from content analysis of employee

interview narratives. The most common assignment length for this group was three to

five years in duration, with a range of eighteen months to thirteen years. Several of the

participants had been on multiple assignments.

The study supports extant research emphasizing the importance of self-efficacy,

mindfulness of different values from one’s own culture, and the ability to adjust behavior

to customs within a new culture without sacrificing one’s own identity. The predominant

themes centered on the expatriate culture of resourcefulness, persistent culture

learning, and family support. Questions raised by the study include the role of co-

workers and managers in completing the cultural bridge built by the expatriate within the

company.

Adaptability: The Expatriate as a Cultural Bridge

When asked about the most rewarding part of the expat experience the response was:

Learning about another culture and to perform a job well in a foreign work environment.

The initial six months are intense while the expatriate is still learning the language and

norms of a new culture. For most of the expats in this study, English was the second

language and the U.S. was the “foreign” culture though they all worked for an U.S.-

based company. The expat is constantly learning nuances of differences in behavior

and communication and contrasting them to familiar ones. In this way, the expatriate

assumes the role of the “cultural bridge” between the two cultures. One expat explained

he feels the “need to accept…be respectful” and “be open to be a part of this culture…to

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do what they do” but noted that it would be helpful if his manager would “meet me half

way” and understand the effort put into the cultural adjustment.

The experience of living outside of your own country, you cannot put a value onit. It’s very nice…and you can never lose it. The pain is part of the experienceas well…You get to see how the company treats their employees and…to copewith the culture. Anonymous participant in the study

Expats referred to the process of learning the culture as “thrilling” and “frustrating” in the

same breath: “To being able to live in another country, doing the work there, and take a

deep dive into the culture… is also the most challenging...It’s a rewarding thing to test

my limits…expand my horizon” (Anonymous participant). Another expat said, “everyday

is a learning experience” and “It took a while to figure it out. The first year is every day

you are figuring things out by yourself.” The dedication to the ongoing cultural

adaptation process was articulated this way:

That’s exciting…Every day I read the press from [Europe] and also the reviewsfrom here, from the U.S. …the angle is different …the same event will have twodifferent interpretations…really exciting to see both sides…We understand thesame event. It’s not better or worse it’s just different…at the beginning you thinkyou understand but you don’t understand…It’s exciting as well…once you knowthat you don’t know. (Anonymous participant)

The interviews revealed a multitude of tiny distractions produced by cultural

differences throughout the assignment. One expat from Europe initially relied on his

English teachers to respond to questions about U.S. culture during the first six months

of his assignment because he was not sure how his American colleagues would

respond. One U.S. citizen working in South America recollected the first few months: “I

was frustrated…at work I felt like I was banging my head against the wall…then you

learn the culture and the language…how to motivate people…” (Anonymous participant)

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Another expat, who brought her family from Asia, reflected on her adjustment: “You are

learning about it the hard way. [You need] dedication to wanting to learn with a steep

learning curve…if you did not have the positive attitude you would give up.” A common

goal of the expatriates is to engage in a constant cultural learning process outside of

their comfort zone. This bridging would be made easier by managers, co-workers, and

human resource professionals who have experienced life in another culture or received

some intercultural training to understand the intense adaptation process undergone by

expat colleagues.

Expatriate Training and Selection

Formal training for expatriates was launched in this company in 2007. As a result, only

two expats of the eleven interviewed received intercultural training prior to or during

their assignments. Both of these were Europeans who were assigned to work in the

U.S. They received general cross-cultural and culture specific information as well as

training on coping skills for intercultural adaptation. One participated in three days of

pre-assignment training and both went through an on-boarding training session in

Minnesota. None of the participants took a formal assessment for their potential ability

to adapt to life overseas. International assignees went through the standard selection

process for any employee applying for the job.

The two employees who received formal training felt it prepared them for

their adjustment: “you would still have problems [adjusting] but you’d know how to

handle them. This was, I think, why my [other] assignment was not so successful.”

(Anonymous participant)

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Two useful pieces of advice that expats received from relocation services and

professional development were to 1) go on vacation somewhere besides your home

country, “so you will come ‘home’ to your new home and not feel so homesick,” and 2)

know the culture shock curve, so “when it takes six months to adjust you know it’s

normal.” One expat who received training upon arrival in the U.S. reported that the

training increased his work productivity and his spouse’s adjustment compared to a past

assignment in Indonesia for which there was no culture training.

Culture training here at the beginning is a big plus, to know what is coming. Youare aware you will have the cultural shock. In [another assignment] we did nothave [training] either before or during the time we were there. This I think[decreased work] efficiency for say the first half year. My wife did not do welleven though she is from [the continent we were assigned]. We were notprepared that [the location] was like…time had gone back 50 years. We werenot fully aware of that [before going on the assignment]. Especially not just thework environment but the social environment is just as important. (Anonymousparticipant)

This feedback supports research on the effectiveness of cultural training and realistic

job previews for expatriates.

Some locations are more challenging than others. According to expats who have

been on several assignments, some countries afford an easier cultural adjustment.

Health care and safety are primary concerns, especially for expatriates with families

in developing or politically unstable countries. Connections with other expats from

the same culture are helpful in preparing for differences between country systems.

One expat was distressed over the disparity in standard of living between workers

the same company on his assignment. These are the kinds of issues that culture

training may address to ease culture shock and help the expat understand national

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differences. The contrast between cultures may be very extreme: “You can drink

water from the tap…things you never thought about…a good health system…”

(Anonymous participant)

Culture shock the second time around. Expats who went on two or more

assignments noted that one international move does not eliminate culture shock the

second time around. One reported that the adjustment was “really hard the second

time…probably harder…” (Anonymous participant) Corporate management cannot

make the assumption that Western Europeans have an easy time adapting to life in

North America and vice versa. According to one European expat: “This adjustment

was longer than I expected…to me it was easier to adjust in Africa than in the

U.S….The organization of the day-to-day life was the same [in Africa as my home

country].”

Expatriates who had not received culture training were aware of the recent

implementation of the program. The expatriates in the study had not been asked to

participate in intercultural training sessions or share their perspectives on international

assignments with colleagues in the company.

Mentors

In absence of formal training, the expatriates in this study often sought out a mentor

to act as a guide in understanding cultural norms. Though the company assigned

some expatriates with mentors, only two of the eleven expatriates found their

assigned mentor a significant factor in their adaptation process: “[The Mentor was]

mainly for work. Mine is from [the U.S.] which was perfect…She is a great friend we

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were very fortunate. That worked very well.” One manager observed: “ I think the

success takes two…if you have a mentor who is very responsive to the mentee

needs, it works … I fear some of the mentees…don’t find it very useful.”

(Anonymous participant)

Roughly half of the expats in the study met members of the host country work

group prior to their assignment, which was helpful in the transition both professionally

and personally. Several expats mentioned it would have been beneficial for the

company to arrange introductions to meet others from their native country on expat

assignment in the same company location as part of the on-boarding process. Most

expats took initiative to find other workers from their country “on their own” but felt the

corporate office’s assistance would expedite the process and prevent them from feeling

isolated during their initial months away from home: “Make this intentional, do not rely

on individual favors.” The expats from the same country became informal mentors who

understood the culture from the expat’s standpoint and became the cultural bridge. For

some employees it took several months up to a year to find these colleagues to assist

them in interpreting the new culture. One U.S. employee tracked down another

American assigned to the same country to coach her with the initial logistics of the

move:

Having somebody there who has already gone through those things that arevery prevalent in their mind, looking back, going, ‘Here’s the form you reallyneed for the license. They’re not going to tell you about this,’ and having [thecompany] take care of the Visa so I don’t have to worry about that myself. .(Anonymous participant)

Resourcefulness, Humor, and a Positive Attitude

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One of the remarkable characteristics the expatriates participating in the study held in

common was resourcefulness. They routinely reported a sense of both pride and

frustration in obtaining basic resources to perform their job and function in their new

home. They kept their sense of humor while acknowledging the inconvenience of

logistical problems with establishing consumer credit, receiving a driver’s license,

government visa, or work permit, which can take months to obtain.

Moving to a new address disrupts a family’s routine for weeks and months after the

initial move. The international component multiplies the complexities of obtaining

official documents, credit, and dealing with bureaucracy. One common solution among

the study participants was to find another expat from their home country to guide the

process:

The initial move up there was overwhelming…Any move is stressful, then yougo and add the, ‘this is a foreign country…’ You’ve got to think about visas…Itwas certainly beneficial having [another expat from the home country] there.People on both sides were very supportive about me being there, more thanwilling to help. (Anonymous participant)

For those who did not find a mentor in the transition process, the first few months on

assignment were very stressful for some expatriates. One expat on assignment noted

that his work permit did not arrive until the week before he returned home from

assignment. Resilience for one expat wore down to the extent that he said he would not

“do it again had I known.”

For others, self-efficacy and hardiness was demonstrated with a combination of

patience, persistence, and problem solving to obtain resources needed to function both

at work and at home. One expat, who arrived in the Midwest from Asia, described her

disbelief and amusement in finding her home stocked with appliances she would never

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use in Malaysia, while missing the proper pot to cook rice, a staple for her family. The

narratives of these employees reflected a positive attitude and humor while finding a

way to overcome obstacles to carry out their daily routines.

Global Mobility Support

Many expats commented on the helpful planning and logistical support provided by

corporate human resource professionals working with expatriate assignments.

However, services to expedite financial matters and obtain official documents received

mixed reviews for company responsiveness and resulted in varying levels of stress for

the expatriate and their family.

It was common for expats to report being offered their overseas assignment two

months prior to the start date on their new job. This is short notice to provide time to sell

a home, buy a new one overseas, submit paperwork for official work documents, and

enroll children in school.

“[The global mobility professionals] really try to help you to do all the work youhave to do at least you know exactly what you have to do. Everything theyfinance...we just have to execute. Creates an environment of trust...They reallyhelp you to have a great transition. Mainly for the family. We had afamiliarization visit. The expat organization is pretty well designed… My maincomplaint in the process with [the company] is you had different contacts andit’s very hard to figure out the person who is the best contact. It would be betterto have one point of contact and this person behind the scenes will make sureof the coordinating...” (Anonymous participant)

Participants in the study reported that the global mobility office presents the relocation

package, sends the family on a familiarization visit, and connects the expat with

relocation specialists in the host country to assist in settling major decisions about

housing and schools if there are children involved. Nonetheless, attending to some of

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the details slipped through the cracks. One expat was still learning the language of his

host country when he arrived in South America and attempted to obtain his Visa. The

customs of the country required engaging in behavior that would be considered illegal in

the U.S. So the expat solicited the advice of an administrative assistant in his new office

who guided him through the process.

There were other instances in which the company assisted with bureaucratic

processes after the expat ran into problems. One expat discovered that getting a cell

phone in the U. S. requires a social security number and the expat had not applied for

one before needing to go on business travel. After several attempts to sign up for

mobile phone service, the expat asked the global mobility specialists for assistance,

who then offered a corporate plan. Knowing the company will automatically attend to

these kinds of details enables the expat to be more productive and less distracted

during the initial months of the assignment.

Setting expectations about the package. It is very important for the expatriate

to know the services included in their relocation package. Employees who observe

services provided by the company to expatriates coming to one country may

assume that a move to another country will result in the same services. These

observations can be misleading, since amenities and services provided by the

company for expatriates vary by country. Employees who have servants to clean

house, cook and chauffeur for their family in Asia may be assigned to another

country and receive none of these services: “Yes, we have relocation services…but

if I were to compare of the expatriate who comes to [my country] it is the sky and

the sea difference. Here they will provide you the avenue to get help but they will

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not physically give you a helping hand…they give you Map quest” (Anonymous

participant).

Intercultural Communication and Language Differences

Although several of the expats resonated with the common corporate culture of high

ethical and performance standards in their company across cultures and countries, they

noticed the contrasting communication and management styles between international

operations. The study revealed different perceptions of diverse groups and cultures

even among expatriates.

The U.S. citizens who were expats noted that when they went to English speaking

countries the “culture is not that different” from the U.S. Whereas, Europeans noticed

subtle but significant culture differences: “Americans and Europeans are not as close as

I thought. The way you treat each other and how you see things” (Anonymous

participant). Another European perceived stronger emphasis on face-saving and

hierarchy the U.S. corporate offices. He noticed how little vacation time U.S. employees

and managers take, associating that practice with the lack of job security:

Most places in American society there is much more of a premium placed onface, more so than Europeans…There are many ways in which [U.S.] behaviorand mindset are closer in culture to the Chinese than to the European. Thevalues about hierarchy, about how …how subservient you should be tomanagers…is much less collegial than my [European] experiences.(Anonymous participant)

Culture and language are intertwined and can be misinterpreted easily even after

years of living in another culture: “every time I think, ‘I got it now’… oh no I don’t! It’s

really confusing,” was the description of the experience by an expat from France. Also,

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learning a language does not always mean the expat can speak words understandably

to colleagues in work and social situations: “You have a word but you don’t pronounce it

correctly, so the person doesn’t understand” (Anonymous participant). Inbound

expatriates to the U.S. demonstrated a strong command of English in the interviews for

this study. English was usually the third or fourth language they acquired. Only one out

of the four Americans interviewed learned another language for the assignment and

found it a huge asset professionally and personally. The experience enabled him to

understand and communicate with colleagues and manage his direct reports in other

countries more effectively than he could with a translator:

Learning a second language opened up a lot of doors for me…It’s beenbeneficial to be able to conduct safety meetings now with employees inSpanish, that’s their first language, so that’s really helped…[Growing up in theMidwest] I just had no exposure to diversity, and I tell you…when you startworking in other cultures, and not only in South America but India and Belgium,you really start to look at people and understand their differences. And you kindof focus on, ‘hey this person is good at this,’ and ‘this is what we will focus on’,and ‘this is where we need to develop this person.’(Anonymous participant)

Diversity can also be a source of conflict. Expats commented that “it is wonderful” to

work with colleagues with international backgrounds in their business units and work

groups. The breadth of difference between communication styles can affect the

corporate norms, as is seen by expats who have been on multiple assignments. Latin

American communication involves face-to-face meetings and telling the details behind a

decision whereas American managers want people to get to the point and may opt for

conference calls instead of face-to-face meetings:

I would say the corporate culture is different…More meetings, in terms of [SouthAmericans] are very, very interactive, very, very much in terms ofcommunication. They like to have face-to-face communication. We do a lot of

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things in the U.S. by conference call because of efficiency and larger businessunits…that’s one difference. (Anonymous participant)

This cultural difference makes some expats feel like outsiders to the U.S. operations

and unable to fully express themselves, emphasizing being succinct over giving

background for a decision.

In Asia, leaders employ indirect communication whereas in the U.S. leadership

training may suggest direct communication and “speaking up” to make a point.

Paradoxically, when U.S. managers give feedback, expats noted they are “Minnesota

nice,” meaning they are overly polite by not telling specific areas for improvement:

The negative in management sometimes it’s hard to know if it’s a good job ornot a good job. Are people being nice? …being supportive is one thing butneed to know if [work] needs improvement. (Anonymous participant)

In the U.S. you can make a mistake by “assuming they mean what they say. Ifsomeone asks your opinion they don’t actually want to know…they just wantyou to agree…it’s a verbal check like, ‘you know?’…[There are] unwritten rulesin [each] society… one of the things you learn…is you take things for granted‘that’s the way we do things here,’ you aren’t even aware that they are hard-wired. (Anonymous participant)

Another expatriate shared the difference in U.S. communication style and behaviors

that, in an Asian culture would be considered “very disrespectful.”

“When I talked to my boss over here he did not understand…they did notunderstand from the tone of my voice.…Communication style is very different.Same business unit the values and faces are the same…gives me a level ofcomfort. Management style [is] the same but it is the communication style. Mymanager put his feet up on his desk…In [my country] that is totally offensive.(Anonymous participant)

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Still another expatriate from Europe working in the U.S. appreciated the lack of “analysis

paralysis” in his business unit. He felt decisions were made more quickly in the U.S.

corporate offices compared to his experience in two international offices:

Management – more supportive here—in my group. We all want to be successful.People are willing to help you. More efficient. Make decisions quicker…it’s apositive. Can make a wrong decision and change…sometimes in [Europe] we cantake too long to make a decision.

To preserve understanding and limit offense in verbal and nonverbal communication, it

may benefit U.S. managers who work with expatriates to attend a cultural training

seminar, to learn about variations in styles and meanings in various cultures

represented in the company.

The Importance of Family Support

Expatriates who go on assignment with their family credit their success to the support

and encouragement they derive from their spouse and children. Several expats

mentioned the importance of learning another language, for themselves and their family.

Accepting an expatriate assignment may be a deliberate move to grow professionally

and well as foster personal growth for the entire family. Although past expatriate

research has indicated that families may be a liability on expatriate assignments, this

was not the case for the expatriates in this sample.

The first six months I was miserable…at that time we fully knew that there[would be] a lot of changes but we embrace it with a positive attitude we havefun in figuring things out…but in hind sight 20/20, I would not want anyone elseto go through that without the family support; it would be so hard. (Anonymousparticipant)

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Nine of the participants in the study brought family members on their international

assignment. Each one expressed the importance of the family dynamics in their new

surroundings.

Another reward is that I got closer to my family. So you have to stick together.It’s not easy, I would say but it’s a good test of how good your relations are. SoI think also the relationship grew throughout these assignments…forced to talkabout problems because you can’t avoid them-- have to bring them up and [putthem on] the table. (Anonymous participant)

One expat from the Midwest reaffirmed the importance of his wife approaching this

assignment with him as a team: “ My wife...fit right in...she was never homesick. She

was very active in the community and the things that interest her…it was just easy.”

Technology aids in the process of adjustment for family members. The issues that may

cause emotional stress for expatriates and their families are not necessarily a result of

culture shock but their own absence and the separation from events and relationships at

home. Several expats mentioned “missing” weddings of friends and relatives or other

events since they could not “fly home for a weekend.” How the spouse copes with the

experience, one expat told me, is “…probably the success of an expatriation. The

success is definitely the family.” For family who want to stay in contact with friends and

family in their home country and with spouses on business travel, expats reported that

mobile phone plans, Skype, and email make it easier to maintain international personal

relationships, affordably, on a daily basis.

Limitations of the Study

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As with any ethnographic or phenomenological study, the findings are not generalizable.

The interviews were limited to one U.S. company. Purposeful sample respondents may

represent only satisfied expatriates.

As with any ethnographically informed research, the transferability will be limited

to a time period between 2003-2008. Interpretation of the narratives is subject to the

biases of the researcher.

Conclusions and Future Research

The themes that emerged in this qualitative study focused on the expatriate

employee experience. Content analysis of the narratives and email from employees

supports extant theories regarding cross-cultural adaptation and development through

experience in another culture allowing them to become cultural bridges to colleagues in

another culture. The participants noted logistical services provided by corporate human

resource professionals to support them while sharing the need for resourcefulness

when services fall short. Expats expressed the importance of family and mentors in

completing their expatriate assignments. In particular, expatriates expressed the value

of mentors for expats from the same culture, the value of culture training prior to and

during assignment, the potential value of culture training for managers, co-workers, and

HR professionals working with expats.

Future areas of study could focus on the experience and development of the

expatriate, expat spouses, and managers of expatriates based on assessments of the

individual’s intercultural adaptability. Studying the effect of using telecommunication

22

devices between the expatriate worker and their family members (with their home office

and family in their home country) on culture shock and adaptation to an international

location could be explored. Research on the effect of intercultural training of expatriate

managers on expat employee performance could be instructive for training policies and

processes in multinational corporations. Finally, research could test the theories of

performance and learning orientation as they relate to adaptability of expatriate workers

learning to conduct business in a new culture.

23

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