Proceedings of the 8th Convention of the Japanese Association of Administrative Science
巻, 号, ページ
pp. 10-30
出版年月
2005年11月
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The traditional approach to IHRM in MNCs is becoming an obsolete model since too much weight of the cross-cultural challenge is left to the international assignees . Besides the responsibilities of the assignment, the assignees have to cope with new coworkers not necessarily trained for cross-cultural communication, among other burdens. The training of the assignee himself is acknowledgedly incomplete (Bennett et al. 2000). MNCs and researchers alike have long struggled to find the combination of selection and training that will yield the super-employee able to cope with all these shortcomings and successfully complete the assignment. The answer though might rely on less international assignments (Bonache et Al. 2001), increased use of communication technologies (Maznevski & Distefano, 2000) and, in first place improved cross-cultural competency throughout the workforce (Feldman & Bolino, 2000).
Analyzing the contributions on cross-cultural training and selection published during the last 10 years, the case for a change in the approach to cross-cultural training is constructed and rough guidelines for a new training system based on e-Learning but keeping elements of traditional training is described.
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