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Coaching Expatriate Managers

Author

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  • Cichosz Izabela

    (Społeczna Akademia Nauk, Krakowie, Poland)

Abstract

The motives for assigning a manager overseas are numerous. The responsibilities of these managers are: infiltrating new markets, supervising effective rapid growth of the company, technology transfer, management of cooperative partnership, conveying organizational values and norms, and building global communication ability. The process of acquiring the host country culture is very complicated and multifaceted. The paper addresses aspects of coaching expatriate managers.

Suggested Citation

  • Cichosz Izabela, 2016. "Coaching Expatriate Managers," Journal of Intercultural Management, Sciendo, vol. 8(4), pages 59-71, December.
    • Handle: RePEc:vrs:joinma:v:8:y:2016:i:4:p:59-71:n:4
    DOI: 10.1515/joim-2016-0024
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    References listed on IDEAS

    as
    1. AAhad M. Osman-Gani & Wee-Liang Tan, 2005. "Expatriate development for Asia-Pacific: a study of training contents and methods," International Journal of Human Resources Development and Management, Inderscience Enterprises Ltd, vol. 5(1), pages 41-56.
    2. Shung J Shin & Frederick P Morgeson & Michael A Campion, 2007. "What you do depends on where you are: understanding how domestic and expatriate work requirements depend upon the cultural context," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 38(1), pages 64-83, January.
    Full references (including those not matched with items on IDEAS)

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