Costs of expatriate failures p 280
Direct cost: (failed) estimated 200,000 to 1.2 million.
Indirect: cost may be greater, depending on expatriate position/Relationship with hostcountry government and customers may be damaged=loss of market.
The direct cos
Reactive reasons for going international and application of concepts (p176-177)
Global Competition: competitors with overseas operations expand into foreign markets;
makes it harder for other companies to enter.
Trade Barriers: restrictive trade and barri
Identify factor affecting all other variables necessary for successful implementation of strategy
An overarching factor affecting all the other variables necessary for successful
implementation is that of leadership; it is people, after all, who mak
Staffing models for IHRM- ethnocentric, polycentric, global, regiocentric pg. 272-277
o When the company is at the internationalization stage of strategic expansion, and
has a centralized structure, it will likely use this approach.
o Fill ke
o With further market expansion, the firm may then decide to specialize by creating
an international division organized along functional, product, or geographical
o With this structure, the various foreign subsidiaries are o
Opening profile 4 distinguishing characteristics that provide meaning for potential recruits in
o A global name brand known for its excellence and with a distinctive
competence in a particular area, for example technology, in which
Why reverse culture shock occurs
Primarily because of the difficulty of reintegrating intro the organization but also because,
generally speaking, the longer a person is away, the more difficult it is to get back into the
swing of things. Not only might t
Entire discussion of the model of structural evolution (or stages model) on page 243.
Historically, a firm reorganizes as it internationalizes to accommodate new strategies.
The structure typically continues to change over time with growth and with increa
Choices regarding differentiating and integration p248
o Focusing on and specializing in specific markets.
o Coordinating those same markets.
The way the firm is organized along the differentiation-integration continuum determi
Typical expatriate selection practices which overlook important success factors- p278
The criteria for selection are based on the same success factors as in the domestic setting,
but additional criteria must be considered related to the specific circumsta