Turning expatriates’ cultural intelligence into strategic advantage
| Published date | 11 June 2018 |
| DOI | https://doi.org/10.1108/SHR-03-2018-0019 |
| Date | 11 June 2018 |
| Pages | 131-136 |
| Author | Aideen O’Byrne |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
Turning expatriates’cultural intelligence
into strategic advantage
Aideen O’Byrne
Abstract
Purpose –This paper aims to discuss the importance of cultural intelligence for expatriates and offer
severalrecommendations for human resourcesprofessionals to help enhanceexpatriates’ performance.
Design/methodology/approach –The paper is based on a review of relevant literature and in-depth
interviews with 12 experienced expatriates who had collectively completed 39 assignments across 26
differenthost countries. The participantsrepresent ten ethnicities and sevenindustries.
Findings –The expatriates used all four types of cultural intelligence while on assignment and found
those to be criticalfor their success.
Practical implications –Human resources professionals are advised to actively screen for cultural
intelligence when selecting expatriates for assignment; develop expatriates’ cultural intelligence in a
holistic,ongoing manner; and involve externalprofessionals as needed to supportexpatriates’ success.
Originality/value –Much of the past research on intercultural adaptation and cultural intelligence has
been quantitative in nature and based on studentpopulations. This paper provides detailed insights in
the participants’own words regarding the way culturalintelligence promotes interculturaladaptation and
successon assignment.
Keywords Expatriates, Cultural adaptation, Globalization, Cultural intelligence,
Organizational behaviour
Paper type General review
Acommon strategy used by multinational corporations is sending expatriates on
international assignments to fill organizational skill gaps and maintain competitive
advantage. In its broadest definition, expatriates are any individuals working or
living outside their home country. Traditionally, however, expatriation was limited to the
employing organization sending managers abroad on fixed-term assignments (i.e. two to
five years; Cerdin and Brewster, 2013).
The increasing mobility of the workforce has led to a proliferation of many types of expatriates
including not only traditional expatriates but also inpatriates, who are hired and work in an
overseas location before working at headquarters for a specific len gth of time; parent country
nationals, whose nationality is the same as that of those working at headq uarters but who
works overseas; host country nationals, whose nationality is the same as that of those working
at the local subsidiary; third-country nationals, whose nationality is neither that of t hose working
at headquarters nor of those working at the local subsidiary; self-initiated expatriates , who
voluntarily relocate to a foreign country without assistance and are hired under a lo cal, host
country contract; and short-term assigned expatriates, who are deployed for an overseas
assignment for a temporary period (Harzing et al.,2016).
According to an Economist Intelligence Unit Limited 2010 Report, most expatriateshail from
North America and Western Europe, wheremultinational companies are traditionally based.
The most popular destination for expatriates is China (35 per cent), other Southeast Asian
countries (32 per cent) and India (16 per cent). An earlier 2008 Manpower Survey of 28,000
Aideen O’Byrne is
Professional Coach in
private practice,
Singapore.
DOI 10.1108/SHR-03-2018-0019 VOL. 17 NO. 3 2018, pp. 131-136, ©Emerald Publishing Limited, ISSN 1475-4398 jSTRATEGIC HR REVIEW jPAGE 131
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