12Hsiu ChingKoMu LiYang

Intercultural Communication Studies XX: 1 (2011)

Ko & Yang

The Effects of Cross-Cultural Training on Expatriate Assignments
Hsiu-Ching Ko & Mu-Li Yang
Chang Jung Christian University, Taiwan
Abstract
The demands of market globalization find many business managers operating in countries other than their own. These expatriate managers face many challenges which they can only meet successfully if they are properly prepared through sound cross-cultural training (CCT). The literature dealing with CCT expounds on the various methods being used, including the cognitive, the affective, the experiential approach, and the language training. This study follows the qualitative in-depth interview approach with a specific protocol that looks into the effectiveness of CCT in terms of language training and post-arrival cross-cultural training. It also puts forth specific recommendations regarding CCT programs, their impact upon cross-cultural competence, upon the skills needed for effective cross-cultural communication, and for the best possible performance on the job.
Keywords: expatriate management, cross-cultural training, cross-cultural competence, language training, job performance, qualitative methodology
Introduction
Increasing economic globalization has spurred the expansion of multinational corporations
(MNCs) and has multiplied the numbers of the human capital moving across the globe. In order to maintain and enhance their global competitiveness, the MNCs rely on finding the right people who can effectively manage and operate their overseas businesses (Dowling & Welch, 2005).
However, expatriate assignments are not always successful, and failure ranges from 16% to
40% (Tung, 1981, Black, 1988; Employee Benefit Plan Review, 2001). Although Dowling and
Welch (2005) suggest that expatriate failure is declining and some alternate research argues that it might not be as high as the literature indicates (Osman-Gani & Rockstuhl, 2009; Forster, 1997;
Harzing & Christensen,

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