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Expatriate success may depend on a “learning orientation”: Considerations for selection and training
Author(s) -
Porter Gayle,
Tansky Judith W.
Publication year - 1999
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/(sici)1099-050x(199921)38:1<47::aid-hrm5>3.0.co;2-1
Subject(s) - expatriate , training (meteorology) , orientation (vector space) , selection (genetic algorithm) , dimension (graph theory) , work (physics) , globalization , business , psychology , marketing , public relations , political science , computer science , artificial intelligence , engineering , geometry , mathematics , meteorology , law , mechanical engineering , physics , pure mathematics
To support globalization, managers increasingly are sent to live and work in other countries. An unsuccessful expatriate assignment is costly for the organization and damaging to the individual's career, yet few companies have adequate processes for selecting and training expatriate managers. The concept of “learning orientation” is proposed as a valuable dimension for assessment and training. Employees with weaker learning orientation tend to withdraw from situations that could result in low judgment of performance; those with stronger learning orientation adapt and continue. The described approach can benefit employees and their families and can increase the organization's chance for international success. © 1999 John Wiley & Sons, Inc.