return cultural assimilation bridging the cultural gap john r. baldwin, ph.d.shannon o’donnell, ma...
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Return Cultural AssimilationBridging the Cultural Gap
John R. Baldwin, Ph.D. Shannon O’Donnell, MAIllinois State University Chestnut Global Partners, NFPNormal, IL 61790-4480 Bloomington, IL [email protected] [email protected] (309) 438-7969 (309) 820-3557
Can You Go Home?
“There is no real going back. Though I may come to the Shire, it will not seem the same, for I shall not be the same. I am wounded with knife, sting, and tooth, and a long burden. Where shall I find rest?”
Frodo Baggins
--Return of the King
Colgate-Palmolive operates in 190 countries. 70% of its benefits are from overseas markets
AT&T has over 55,000 employees working in 105 countries
ALCOA has 70% of its workforce outside the U.S.
Caterpillar and its dealers operate in over 100 countries. About 50% of their workforce is outside the U.S., up from only 27% ten years ago.
The U.S. is the #1 expatriate destination in the world
40,000 multinational companies employee 75 million people worldwide
An Increasingly Global Community
Consider
Black and Gregersen, 1991.
Harzig, 1995.
GMAC GRS – NFTC – SHRM Global, 2003.
75% of Multi-national companies (MNCs) have an expat recall rate greater than 10%.
22% of U.S. expatriate employees turnover within the first year of repatriation.
50% turn over within 3 years.
Importance of Repatriation
The problem: Return Cultural Adjustment (RCA)
“The process of reintegration into the primary home contexts after an intercultural sojourn” (Martin & Harrell, 2004, p. 310)
Research on RCA--John
• Martin et al., 1995: Families > friends• Yoshida et al. 2002: Communication with parents• Harvey, 1988: Existence and design of current repat
programs• Gaw, 1999: personal adjustment/shyness RCA;
increased RCA decreased use of support services• Culpan & Wright, 2002: Special issues for women• Gregersen & Stroh, 1997: Time & roles• Stringham, 1993: Family of origin, power relations• Gomez-Mejia & Balkan: 86% of variance: career
goals/development• Cox, 1994: patterns of adjustment, role of tech
Research on RCA--John
• Suutari & Brewster, 2003: they leave, but they are satisfied with effects of experience on careers
• Gama & Pederson, 1977: role identity, frustration with resources
• Uehara, 1986: Value change #1; (#2: Attitudes towards America)
• Kanno, 2000: concerns of kikokushijo: new identities• Wilson, 1985: Returned students become mediating
persons• Sussman, 2001: preparation, cultural ID change had most
severe repat stress.• Sussman, 2002: Repatriation shift is linked to changes in
cultural identity (e.g., X American)
Theory on RCA: Psychological Model
• Adjustment as psychological well-being
• U-curve/W-curve
• Domains of adjustment:– Colleen Ward:
• Psychological
• Sociocultural
– Richard Ady: – Domains on return?
W-curve
Preliminary State
AdaptationState
Spectator State
Shock State
Participant State
Preliminary State
AdaptationState
Spectator State
Shock State
Participant State
Entry into New Culture Re-entry into Own
Culture
High
Degree of Adjustment
Psychological wellbeing
Ability to get around
Low
Interpersonal Adjustment
Time
Organizational Performance
Theory on RCA: Expectations
• Violations as bad
• Expectancy violations model– Overmet expectations +– Undermet expectations -– “Narcissism of small differences”: Martin et al. 1995
Theory on RCA: Cultural identity
• The problem: Identity Change (Smith, 1998)
• Identity Management Theory (Cupach & Imahori)
• Berry: 2 dimensions• The solution: Effective
communication• Sussman’s theory of
identity change (2000, 2001)
Berry’s model of XC Adjustment
Integration Assimilation
Separation Marginalization
Re-
adap
tati
on
of
Ho
st-C
ult
ura
l Id
enti
ty
+
-Maintenance of Cross-Cultural Identity +
-
• Culture Learning Theory (Smith, 1998):
• People have to relearn their cultures
• Aspects of identity: scope, salience, avowal, ascription, and the everyday negotiation of ID
• Extensions by Sussman (2000)
Theory on RCA: Psychological Model
• Young Yun Kim’s Interdisciplinary Approach– Aspects of the Person
• Gender, age, religion, ethnicity, SES• Openness, strength, positivity • Preparedness for change
– Aspects of the Culture and Context• Support system• Conformity pressure• Host (home) culture receptivity!
– The role of Communication: • Own group & New Group• Interpersonal & Mediated
Building Bridges: Success Strategies
Organization
Before Suggestion 1
During Suggestion 1
After Suggestion 1
Building Bridges: Success Strategies
School
Before Suggestion 1
During Suggestion 1
After Suggestion 1
Building Bridges: Success Strategies
Individual/ Family
Before Suggestion 1
During Suggestion 1
After Suggestion 1
When is Repatriation Addressed
• 44% Pre-Departure
• 21% 6 months or more before repatriating
• 23% Under 6 months before repatriating
Not soon enough
Success Strategies - Business
Make sure the right people are going abroad.
Clearly define the expat’s career goals before the assignment begins and make sure the goals reflect your company’s overall objectives.
Discuss the challenges of repatriation before the employee leaves.
Encourage expats to make regular visits to the home office through a home-leave policy.
Understand and educate management on the challenges of repatriation.
Find positions and activities that use repats’ new skills.
Provide support to the entire family.
Encourage repats to approach repatriation similarly to relocating overseas.
Once repats have returned home, offer a counseling program.
Create a mentor program for the entire process.
Workforce, July 2002, pp. 40-44