1. A l v a h H. C h a p m a n Jr. C H A P M A N Graduate School of Business Florida International University Adapting to a Boundaryless World: A Blueprint for Global Executives Juan I. Sanchez, Ph.D..

2. International Human Resource Management Strategies Ethnocentric: Hire primarily home-country nationals (i.e., expatriates) for high-level foreign positions. Polycentric: hire Host-country nationals because they are best equipped to deal with local markets. Geocentric: hire best qualified home-country, host-country, or third-country national for the job.

3. Are expatriates an extinct species? Many corporations are reducing their number of expatriates and increasing their number of local executives, but… Fewer trips may be scheduled, but they may last for longer periods of time, creating “virtual expatriates.” Good-bye expatriate, hello global executive Local executives need continuous coaching from home- country nationals, especially during start-ups. Home-country executives also need information that can be obtained only through face-to-face interaction with local executives. E-mail, teleconferencing, and other modern forms of communication are shaped by culture and require even more cultural sensitivity than face-to-face interactions.

4. “An international assignment is not only a physical adventure in a more or less remote land, but also a psychological adventure that requires the willingness to revise deeply held beliefs concerning one’s own identity.” Sanchez, Spector, & Cooper (2000). Academy of Management Executive, Vol. 14(2), page 105. “Perhaps the most challenging of all transformations is the ability to develop a dual identification.” Sanchez, Spector, & Cooper (2000). Academy of Management Executive, Vol. 14(2), page 105.

5. Being an American and identifying with the Mexican culture are opposite poles of the same continuum: Ineffective thinking… American Mexican Internal conflict

6. Unacculturated to host (high stress) Bicultural (low stress) Alienated to both cultures (high stress) Reacculturated to host (medium stress) Identification with parent culture High Low High Developing dual identification Loves U.S., doesn’t care about Mexico Loves both U.S. and Mexico Doesn’t care about either U.S. or Mexico Loves Mexico, doesn’t care about the U.S. Example: U.S. executive representing U.S. company in Mexico Identification with The U.S. Identification with host cultureIdentification with Mexico

7. How does one form a dual identification over time? StagePrimary stressors Executive response Employer response Selection of global executive Cross-cultural un-readiness. Technical vs. personality competence Self (and family)- evaluation of readiness Facilitate self- assessment

8. Selection of Global Executives Mr. Techie Mr. Smoothie Ms. Congeniality Mr. Know-It-All Ms. Go-Getter

9. How does one form a dual identification over time? StagePrimary stressors Executive response Employer response Assignment acceptance Unrealistic evaluation of stressors; hurried timeframe Think of assignment as a growth opportunity. Do not make unwarranted assumptions of cultural competence. Do not make hard-to-keep promises. Clarify expectations. Pre-departure training.

10. How does one form a dual identification over time? StagePrimary stressors Executive response Employer response ArrivalCultural shock. Feelings of lack of fit and differential treatment. Do not construe identification with the host and parent cultures as mutually exclusive. Seek social support. Post-arrival training. Facilitate integration in global executive network. NoviceCultural blunders. Ambiguity due to inability to decipher situations. Observe locals’ coping responses. Do not simply replicate responses that worked at home. Provide follow-up coaching.

11. How does one form a dual identification over time? StagePrimary stressors Executive response Employer response TransitionalRejection of host or parent culture. Form and maintain attachments with both cultures. Promote culturally sensitive policies at host country. Access to family and friends. MasteryFrustration with boundary spanning role. Internalize and enjoy walking between two cultures. Reinforce rather than punish dual identification by defining common goals.

12. How does one form a dual identification over time? StagePrimary stressors Executive response Employer response RepatriationDisappointment with unfulfilled expectations. Sense of isolation. Loss of autonomy. Re-evaluate assignment as a personal and professional growth opportunity. Arrange pre- repatriation briefings and interviews. Schedule post- repatriation support meetings.

13. Host culture Arrival Transitional Mastery Successful evolution of parent and host culture identification Identification Time in assignment Parent culture