Underpinning the psychological aspects of expatriation - Business Psychology Postgraduate Conference22 03 2010

Underpinning the psychological aspects of expatriation: a qualitative

investigation

The Postgraduate Business Psychology Conference 2010

22nd March 2010

© 2010 Copyright :: All rights reserved :: BE-A-CHAMELEON

Outline

Introduction

Methodology

Discussion of ResultsPull factors of expatriation

Cross‐cultural experience

Aftermath of expatriation

Reflexive analysis / Conclusion

References


Introduction

• International assignments are challenging for expatriates:

• Increased multiculturalism in organisations• More and more international assignments

• Much research has been done on expatriation, however psychological aspects have not been entirely tackled


Introduction previous research

Hofstede(1981, 2005):„Cultural Dimensions“1.Power Distance Index2. Masculinity vs Femininity3. Uncertainty Avoidance4. Long Term vs Short Term5. Individualist vs. Collectivist

Honeymoon

Culture Shock

Adjustment

Mastery

Lysgaard (1995), U-Curve Theory (Lee,2005)

Extensive research has been done !!However psychological aspects have not been

tackled in their entirety=> Qualitative research

Trompenaars (1998):Cultural construct of time Orientation:-> Mono vs. Poly chronic


MethodologyWhy qualitative research?

Qualitative research enables the researcher to understand how people make sense of the world and how theyexperience events (Willig, 2009) hence concentrating on the candidate´s feelings

Semi‐structured Interviews central to data gathering

Thematic analysis enabling researcher to identify patternsand themes relevant to the research


MethodologyParticipants

Eight semi‐structured interviews with German expatriates

Different Industries: Banking, Insurance, Civil Engineering, Telecoms and military healthcare

Split: 4 Males and 4 Females

Marital Status: married, single and with family

Snow ball effect for selection of candidates

Mean age: 33,75 years old

Diversity and broad experiencerange


MethodologyQuestionnaire

Structure of the questionnaire: Spradley´s (1979) question types:

Demographics

Pre‐expatriation

During expatriation

Post expatriation

Descriptive

Structural

Contrast

Evaluative

Ethical guidelines as prescribed by the BPS on anonymity andconfidentiality were fully adhered by the researcher


MethodologyThematic Analysis

Familiarize with Data

Generate initial codes

Search for themes

Review ThemesDefine and

name themesProduce the

Report

Phases of Thematic Analysis (Braun & Clarke, 2006)


Discussion of ResultsThematic overview

Pull factors of expatriatism

Cross cultural experience

Aftermath of expatriation


Pull factors of expatriation

CAREER DEVELOPMENT• Personal interest• Positive influence oncareer

• Freedom & responsibility• Developing knowledgeand skills

• Promotion & higher salary

OGANISATIONAL SUPPORT• Administration (e.g. Visa…)• Mc Caughey & Bruning(2001) 5 steps:

1. Information tax & insurance2. Compensation package3. Short orientation4. Visit new location5. Housing & car provision


Cross cultural experience

INTERCULTURAL TRAINING• New people, culture &work ethics

• Positive impact on skills &knowledge development

• Negative: not enough info& not specific enough

WORK ENVIRONMENT• Psychological adjustment• Understand work ethics inhost country

• Identify with parent and host culture ‐ ADAPT

INTEGRATION• Social life : expats or locals?• Making new friends• Understand meaning of friendship in host country


Aftermath ofexpatriation

INTRINSIC CHANGES• More aware & acceptingof differences

• Sense of belonging toparent culture developed

• More self‐esteem, independence, and acceptance of differences

IMPACT ON HOME COUNTRY• Feeling of isolation• Sense of loss of autonomy in decision making at work

• Political games• Repatriation given little attention from parentcompany

80% of expatriates experienceculture shock when repatriated

(Black et al., 1992)


Conclusion

Yes, expatriates

havepsychologicalconcerns

LIMITATIONS OF STUDY• Sampling• Information gathering• Positive about leaving• Performance not taken into account

FINDINGS• Develop cross‐culturalcompetence‐based training

• Need to develop support upon return to avoid culture shock

• Provide pre and post expattraining & follow up to reduce stress & anxiety


Questions ?

Thank you !!!

If you have further questions or would likeinformation please feel free to contact us:

nadege.welsch@be‐a‐chameleon.comTel: +44(0) 20 77 17 28 34 16www.be‐a‐chameleon.com


mailto:[email protected]

References

• Black, Stewart J & Gregersen, Hal B. (1992). Antecedents to commitment to a parent company and a foreign operation. Academy of management Journal, Vol. 35, No 1.

• Hofstede, Geert & Hofstede, Gert Jan (2005). Cultures and organisations: software of the mind, 2nd Ed. NY: MC GrawHill

• Lee, H.W (2005). The factors influencing expatriates. The Journal of American Academy of Business, Cambridge, No.2.

• McCaughey, Deirdre & Bruning, Nealia S. (2001). Enhancing opportunities for expatriate job satisfaction: HR strategies for foreign assessment success. Human Resources Planing. Vol 28, No. 4.

• McFarland, Jean (2006). Culture Shock. Benefits Canada, 07037732, Vol 30, Issue 1.
