search query: @author Gregersen, H. B. / total: 3
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| Author: | Black, J. S. Gregersen, H. B. |
| Title: | Serving two masters: managing the dual allegiance of expatriate employees |
| Journal: | Sloan Management Review
1992 : SUMMER, VOL. 33:4, p. 61-71 |
| Index terms: | INTERNATIONAL BUSINESS EMPLOYEES TRAINING CULTURE SELECTION OF PERSONNEL MANAGEMENT PERSONNEL |
| Language: | eng |
| Abstract: | A manager who takes an assignment in a foreign country has the immense task of adapting to a new culture and new business practices. Expatriate managers can become too committed to the local firm relative to the parent firm and vice versa. The question of allegiance often gets in the way of the firm's and the individual's success. Based on interviews with numerous expatriates, four allegiance patterns and the factors that affect them are identified. It is shown that companies can counterbalance unfavourable tendencies and generate high dual allegiance through: 1. careful selection processes; 2. cross-cultural training; 3. well-planned career systems; 4. planning overseas jobs strategically; 5. establishing corporate sponsor programs. |
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