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Sustaining And Developing The Cross-
         Cultural Management Effectiveness Of
         Australian And Singaporean Expatriates

        Peter Woods and Michelle Barker
        Griffith Business School

2nd International Conference on Environmental, Cultural, Economic and Social Sustainability –
Vietnam, 2006
Presentation Outline
          •   Introduction
          •   Exploration of concepts
          •   Research design
          •   Results
          •   Discussion
          •   Conclusion


2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam,
2006                                                                                                2
Introduction
          Aim - to identify sustainable development practices for
            developing cross-cultural management effectiveness in
            Australian and Singaporean expatriate managers
          Method – interviews with 51 Australian expatriate managers in
            Singapore, Singaporean expatriate managers in Australia,
            and relevant HR professionals
          Conclusion - Improved human resource development practices
            are proposed, focussing on in-post training, the rise of
            coaching and mentoring, the development of socio-cultural
            competencies, and the development of culturally divergent
            management skills.

2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam,
2006                                                                                                3
Cross-Cultural Management
          Effectiveness
          • Adaptation and cross-cultural management
            effectiveness
          • Australian expatriate cross-cultural effectiveness
          • Singaporean expatriate cross-cultural
            effectiveness


2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam,
2006                                                                                                4
Expatriate Human Resource
  Development
          • Australian expatriate development
          • Singaporean expatriate development
          • Hypothesis 1 - That most Australian and
            Singaporean expatriate managers do not receive
            training by the company to enable them to perform
            their expatriate manager assignment



2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam,
2006                                                                                                5
Timing of Training
          • Pre-departure training
          • 'In-country' training
          • Hypothesis 2 – That most Australian and
            Singaporean expatriate managers do not receive
            training ‘on-assignment’ (in-country)




2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam,
2006                                                                                                6
Type of Training
          •   Didactic instruction innovations
          •   Hypothesis 3 – That didactic training is the most common
              form of human resource development received by Australian
              and Singaporean expatriate managers
          •   Simulation activities
          •   Hypothesis 4 – That experienced Australian and
              Singaporean expatriates and HR professionals regard
              interactive cross-cultural training as the most effective form
              of cross-cultural management development


2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam,
2006                                                                                                7
Aim
          • To examine the perceived effectiveness of
            relevant human resource development practices
            from the perspectives of Australian expatriate
            managers in Singapore, Singaporean expatriate
            managers in Australia, and Human Resource
            professionals involved in managing and training
            expatriate managers.


2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam,
2006                                                                                                8
Research Questions
          •   Primary research question. What are the most effective ways
              of developing expatriate managers in their cross-cultural
              management role, according to Australian and Singaporean
              expatriate managers and HR professionals?

          •   Secondary research question. What is the type and timing of
              training that Australians and Singaporeans receive to enable
              them to perform their expatriate manager assignments?


2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam,
2006                                                                                                9
Sample
          •   51 usable responses, with a final response rate of 73%
          •   20 Australian expatriates in Singapore
          •   15 Singaporean expatriates in Australia
          •   16 HR professionals
          •   All from different firms
          •   The respondents were from a variety of industries including
              banking, professional services, retail, construction, media
              and academic.
          •   69% male

2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam,
2006                                                                                                10
Instrument
          • A questionnaire was developed to assess the
            respondents’ perceived experience of the timing
            and type of training, in line with Woods (2000) and
            Blake et al. (1996), the effectiveness of training,
            and their suggestions for expatriate training.
          • Email, telephone and fax methods used –
            clarification sought for all by phone


2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam,
2006                                                                                                11
Method and Timing of Training for Expatriate Manager Assignments
HR             Never   University   Pre-Company   Pre-Departure   On-
Development                         Training      Company         Assignment
Method                                            Training        Company
                                                                  Training
Didactic       37.3%   17.6%        7.8%          21.6%           15.7%

Language       60.8%   2%           21.6%         9.8%            5.9%

Case Studies   72.5%   3.9%         0             11.8%           11.8%

Orientation    37.3%   11.8%        9.8%          37.3%           3.9%
Visits
Group          51%     5.9%         3.9%          19.6%           19.6%
Discussion
Simulation     80.4%   3.9%         0             9.8%            5.9%
Activities
Self-          31.4%   2%           25.5%         27.5%           13.7%
Awareness/
Stress
Training
Coaching/      27.5%   0            11.8%         23.5%           37.3%
Mentoring
Perceptions on Aspects of Training That Have Enabled Expatriates to
Be More Effective in the Role of Cross-Cultural Managers
Aspects of Training    Australian   Singaporean   HR             Total
Seen as Effective      Expatriate   Expatriate    Professional
Personal experience       25%       47%           0              23.5%
Understanding              5%       0             44%            16%
culture
Knowledge transfer/       20%       0             19%            14%
coaching from
experienced
expatriates
Group discussion of       10%       20%           12.5%          14%
experience
No training/ very         20%       7%            6%             12%
brief training
Case studies               5%       13%           12.5%          10%
Context specific            0       0             31%            10%
work / business
issues
Cross-cultural              0       0             25%            8%
effectiveness
Cultural self-              0       0             19%            6%
awareness
Total Sample, n = 51
H1 – Training Utilisation
          •   Most Australian and Singaporean managers in the sample
              did not receive training from the company to enable them to
              perform their expatriate management assignment.
          •   Includes all forms of training except for mentoring/ coaching
          •   In line with previous research in the area
          •   A source of frustration to HR professionals
          •   Danger of expatriates and companies being as source of
              cultural imperialism


2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam,
2006                                                                                                14
H2 – In-Country Development
          •   Most Australian and Singaporean managers do not receive
              training in-country
          •   All forms of training except for coaching/ mentoring (37.7%
              receive this kind of training on assignment)
          •   In interviews, respondents indicated this type of training was
              often informal
          •   Focus of HR on assignment was the familiar compensation,
              living and family adjustment issues.
          •   Unique challenges of cross-cultural management were not
              considered priority issues by the company


2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam,
2006                                                                                                15
H3 – Didactic Training
• Didactic training was not the most common form of training received –
  coaching/ mentoring was the most common
• Supports previous research (Anderson, 2001) of a mentoring/ coaching
  trend and that the method is commonly used with Singaporean
  expatriates
• Mentoring useful for developing the protégé in terms of broader
  psychological and career support and in terms of expatriate socialisation,
  job attitudes, general understanding of business in multicultural contexts
  and assignment completion (Delahaye 2000; Feldman & Bolino 1999)
• Dark side of mentoring is that cross-cultural mistakes can be passed on
  when standards and performance measures of cross-cultural
  management are scarce (Woods, 2002)
• Colonial experience (Stening, 1994)
2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam,
2006                                                                                                16
H4 – Most Effective Training
  •   Experienced Australian and Singaporean expatriates and HR
      professionals did not regard interactive cross-cultural training as the
      most effective form of cross-cultural management development
  •   Personal experience nominated most frequently
  •   Singaporean expatriates in particular nominated this form of training
  •   Reflects the experience of many Singaporean expatriates who were
      overseas graduates
  •   Top ranking deficiency in training nominated by all categories was
      cross-cultural awareness/ communication/ management

2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam,
2006                                                                                                17
Answering the Research Question
          •   The perceived most effective methods of developing
              expatriate managers for their cross-cultural management
              role are personal experience, coaching from experienced
              expatriates and group discussion of experience.
          •   Personal experience has the possibility of reinforcing
              attitudes and practices that are functional, but not always
              effective when adverse cultural impact is consdered (Black &
              Mendenhall, 1991)



2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam,
2006                                                                                                18
Secondary Research Question
          • Most common forms of training already discussed
          • Most common timing of training occurs prior to
            departure
          • Many respondents did not receive any training at
            all




2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam,
2006                                                                                                19
Limitations & Conclusion
          •   Small sample size
          •   Cross-cultural management development receives a low
              priority
          •   Innovations in training such as group simulations building
              socio-cultural competencies are poorly utilised
          •   Experience most valued
          •   Mentoring most utilised
          •   Remaining question of whether mentoring and experience
              does in fact improve cross-cultural management
              competence

2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam,
2006                                                                                                20

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LAMP
 

Sustaining And Developing The Cross-Cultural Management Effectiveness Of Australian And Singaporean Expatriates

  • 1. Sustaining And Developing The Cross- Cultural Management Effectiveness Of Australian And Singaporean Expatriates Peter Woods and Michelle Barker Griffith Business School 2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam, 2006
  • 2. Presentation Outline • Introduction • Exploration of concepts • Research design • Results • Discussion • Conclusion 2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam, 2006 2
  • 3. Introduction Aim - to identify sustainable development practices for developing cross-cultural management effectiveness in Australian and Singaporean expatriate managers Method – interviews with 51 Australian expatriate managers in Singapore, Singaporean expatriate managers in Australia, and relevant HR professionals Conclusion - Improved human resource development practices are proposed, focussing on in-post training, the rise of coaching and mentoring, the development of socio-cultural competencies, and the development of culturally divergent management skills. 2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam, 2006 3
  • 4. Cross-Cultural Management Effectiveness • Adaptation and cross-cultural management effectiveness • Australian expatriate cross-cultural effectiveness • Singaporean expatriate cross-cultural effectiveness 2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam, 2006 4
  • 5. Expatriate Human Resource Development • Australian expatriate development • Singaporean expatriate development • Hypothesis 1 - That most Australian and Singaporean expatriate managers do not receive training by the company to enable them to perform their expatriate manager assignment 2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam, 2006 5
  • 6. Timing of Training • Pre-departure training • 'In-country' training • Hypothesis 2 – That most Australian and Singaporean expatriate managers do not receive training ‘on-assignment’ (in-country) 2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam, 2006 6
  • 7. Type of Training • Didactic instruction innovations • Hypothesis 3 – That didactic training is the most common form of human resource development received by Australian and Singaporean expatriate managers • Simulation activities • Hypothesis 4 – That experienced Australian and Singaporean expatriates and HR professionals regard interactive cross-cultural training as the most effective form of cross-cultural management development 2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam, 2006 7
  • 8. Aim • To examine the perceived effectiveness of relevant human resource development practices from the perspectives of Australian expatriate managers in Singapore, Singaporean expatriate managers in Australia, and Human Resource professionals involved in managing and training expatriate managers. 2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam, 2006 8
  • 9. Research Questions • Primary research question. What are the most effective ways of developing expatriate managers in their cross-cultural management role, according to Australian and Singaporean expatriate managers and HR professionals? • Secondary research question. What is the type and timing of training that Australians and Singaporeans receive to enable them to perform their expatriate manager assignments? 2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam, 2006 9
  • 10. Sample • 51 usable responses, with a final response rate of 73% • 20 Australian expatriates in Singapore • 15 Singaporean expatriates in Australia • 16 HR professionals • All from different firms • The respondents were from a variety of industries including banking, professional services, retail, construction, media and academic. • 69% male 2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam, 2006 10
  • 11. Instrument • A questionnaire was developed to assess the respondents’ perceived experience of the timing and type of training, in line with Woods (2000) and Blake et al. (1996), the effectiveness of training, and their suggestions for expatriate training. • Email, telephone and fax methods used – clarification sought for all by phone 2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam, 2006 11
  • 12. Method and Timing of Training for Expatriate Manager Assignments HR Never University Pre-Company Pre-Departure On- Development Training Company Assignment Method Training Company Training Didactic 37.3% 17.6% 7.8% 21.6% 15.7% Language 60.8% 2% 21.6% 9.8% 5.9% Case Studies 72.5% 3.9% 0 11.8% 11.8% Orientation 37.3% 11.8% 9.8% 37.3% 3.9% Visits Group 51% 5.9% 3.9% 19.6% 19.6% Discussion Simulation 80.4% 3.9% 0 9.8% 5.9% Activities Self- 31.4% 2% 25.5% 27.5% 13.7% Awareness/ Stress Training Coaching/ 27.5% 0 11.8% 23.5% 37.3% Mentoring
  • 13. Perceptions on Aspects of Training That Have Enabled Expatriates to Be More Effective in the Role of Cross-Cultural Managers Aspects of Training Australian Singaporean HR Total Seen as Effective Expatriate Expatriate Professional Personal experience 25% 47% 0 23.5% Understanding 5% 0 44% 16% culture Knowledge transfer/ 20% 0 19% 14% coaching from experienced expatriates Group discussion of 10% 20% 12.5% 14% experience No training/ very 20% 7% 6% 12% brief training Case studies 5% 13% 12.5% 10% Context specific 0 0 31% 10% work / business issues Cross-cultural 0 0 25% 8% effectiveness Cultural self- 0 0 19% 6% awareness Total Sample, n = 51
  • 14. H1 – Training Utilisation • Most Australian and Singaporean managers in the sample did not receive training from the company to enable them to perform their expatriate management assignment. • Includes all forms of training except for mentoring/ coaching • In line with previous research in the area • A source of frustration to HR professionals • Danger of expatriates and companies being as source of cultural imperialism 2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam, 2006 14
  • 15. H2 – In-Country Development • Most Australian and Singaporean managers do not receive training in-country • All forms of training except for coaching/ mentoring (37.7% receive this kind of training on assignment) • In interviews, respondents indicated this type of training was often informal • Focus of HR on assignment was the familiar compensation, living and family adjustment issues. • Unique challenges of cross-cultural management were not considered priority issues by the company 2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam, 2006 15
  • 16. H3 – Didactic Training • Didactic training was not the most common form of training received – coaching/ mentoring was the most common • Supports previous research (Anderson, 2001) of a mentoring/ coaching trend and that the method is commonly used with Singaporean expatriates • Mentoring useful for developing the protégé in terms of broader psychological and career support and in terms of expatriate socialisation, job attitudes, general understanding of business in multicultural contexts and assignment completion (Delahaye 2000; Feldman & Bolino 1999) • Dark side of mentoring is that cross-cultural mistakes can be passed on when standards and performance measures of cross-cultural management are scarce (Woods, 2002) • Colonial experience (Stening, 1994) 2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam, 2006 16
  • 17. H4 – Most Effective Training • Experienced Australian and Singaporean expatriates and HR professionals did not regard interactive cross-cultural training as the most effective form of cross-cultural management development • Personal experience nominated most frequently • Singaporean expatriates in particular nominated this form of training • Reflects the experience of many Singaporean expatriates who were overseas graduates • Top ranking deficiency in training nominated by all categories was cross-cultural awareness/ communication/ management 2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam, 2006 17
  • 18. Answering the Research Question • The perceived most effective methods of developing expatriate managers for their cross-cultural management role are personal experience, coaching from experienced expatriates and group discussion of experience. • Personal experience has the possibility of reinforcing attitudes and practices that are functional, but not always effective when adverse cultural impact is consdered (Black & Mendenhall, 1991) 2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam, 2006 18
  • 19. Secondary Research Question • Most common forms of training already discussed • Most common timing of training occurs prior to departure • Many respondents did not receive any training at all 2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam, 2006 19
  • 20. Limitations & Conclusion • Small sample size • Cross-cultural management development receives a low priority • Innovations in training such as group simulations building socio-cultural competencies are poorly utilised • Experience most valued • Mentoring most utilised • Remaining question of whether mentoring and experience does in fact improve cross-cultural management competence 2nd International Conference on Environmental, Cultural, Economic and Social Sustainability – Vietnam, 2006 20