Mitigating the Risks of Doing Business in Indonesia Translate this Page In an increasingly competitive environment, multinational companies continue to expand and move into new and unfamiliar territories, either to take advantage of lower operating costs, a cheaper workforce, access to untapped natural resources or what is perceived as a potentially large market. Indonesia, like many other developing countries, aside from presenting attractive opportunities also presents a variety of potential risks to which investors may be exposed and vulnerable.
Characteristics of Successful Expatriates: This executive summary assignment is the culmination of a nine-month capstone research project. In addition to her independent coaching and consulting work, Kelly is an MSLOC Foundations Coach; in this role she coaches MSLOC students on areas related to their individual learning plans and how they will maximize their graduate school experience.
Kelly's broad understanding of business needs, cultural differences, and the global marketplace aid her in developing great leaders and teams.
A former expatriate, Kelly is passionate about helping expats succeed on their overseas assignments. Kelly is a certified Hudson Institute Coach. Learn more about Kelly's work in leadership development and talent management: Abstract Today's increasingly global business world is resulting in more organizations sending employees to work outside their home countries as expatriates.
Organizations incur tremendous costs to support expatriate assignments, which are challenging for the employees as well. The primary goal of this study is to define the characteristics that describe successful expatriates.
The study's secondary goal is to assess how coaching can support the expatriate's success. Nearly expatriates completed the study's survey testing five hypothesized characteristics thought to describe successful expatriates: The findings show that these characteristics are critical to expatriate's success: There is also further evidence that executive coaching would increase expatriate success.
Introduction of the Question and Methodology In today's increasingly global world, organizations are investing heavily in their expatriates, individuals working outside their home country.
Expatriate, or expat, assignments are difficult and fraught with challenges such as new job responsibilities, foreign environments and unfamiliar cultural norms while striving to make new friends, create a social life, set up personal finances and healthcare, and in many cases, learn a new language Tung ; Harris ; Yeandle ; Taylor It is not surprising that many expats struggle while overseas either at their work assignment, adjusting to life outside of work, or both.
An expat's early exit from a job overseas can have costly repercussions. The organization is left without someone in the role, there are direct and indirect expenses i. Because expats are expensive, organizations need them to be successful.
Considering the bottom line alone, it makes sense for organizations to be interested in improving expats' success. Because expats are needed and require significant investment, organizations want these individuals to excel in their overseas jobs and to stay in their assignments for the agreed upon length of time.
Through the lens of the expat, taking on an expat assignment is often a career-changing opportunity, one that comes with tremendous challenges Rodrigues ; Black ; Harris ; Selmer ; Haines III Expats want to be successful on their assignments, to do their job well and to enjoy the overall experience.
What does it take for expats to be successful in their assignments? This study set out to define the characteristics that make for successful expatriates. A secondary question explored how executive coaching could support the expatriate.
The goal of this research is to better understand the characteristics that describe successful expatriates.Many companies face a high failure rate of expatriates. They return earlier or have a poor job performance. With the economic globalisation, most Multinational Companies (MNCs) need expatriates to manage the subsidiaries, as expatriates are more familiar with management techniques and methods used in the MNCs than locals.
Expatriate failure. Over the past decade, we have studied the management of expatriates at about U.S., European, and Japanese companies. We asked both the expatriates themselves and .
Expatriate Managers: Reasons for Failure and Implications for Training across a variety of industries. Be ways to enhance expatriate success.
In fact, Black and Mendenhall recently reviewed 29 studies that examined the effectiveness of cross-. The number of companies relying on expatriate personnel is declining as the volume of world trade increases All of the following are advantages that an expatriate salesperson has in representing his or her company in a foreign market; however, one of these advantages stand out above the others.
- Many companies deal with expatriate executives/personnel in a variety of ways. In determining an expatriate there is no right or wrong way. The difference is determined by how the company . Research suggests that for the many reasons cited earlier, recruiting, selection, compensation, job design, training, and communications procedures are in many companies hastily and inadequately.