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Agard Jean-Yves (BEM Bordeaux Management School), Mevel-Pla Norma (LUNAM Université, France)
Adjustment and Expatriation of Managers : Switching the Places of Socialisation
Global Management Journal, 2011, vol. 3, nr 1/2, s. 62-80, rys., bibliogr. 56 poz.
Słowa kluczowe
Władza wykonawcza, Zarządzanie personelem, Ekspat, Adaptacja społeczno-zawodowa, Zarządzanie zasobami ludzkimi
Executive authority, Personnel management, Expatriate, Socially-professional adaptation, Human Resources Management (HRM)
The article is based on the findings of a study of expatriate managers working for a French multinational. It differentiates between socialisation modes according to whether they involve adapting to a new workplace, general conditions (food, accommodation and healthcare) or social interaction. We will demonstrate that, in an expatriation situation, primary and secondary places of socialisation switch. What this means is that for expatriates, particularly those involved in intra-company mobility, the company appears as a stable refuge and becomes the place where the least effort to adapt is required. Traditionally viewed as places of secondary socialisation, for new expatriates, their companies become places of primary socialisation. It can thus be concluded that the difficulties expatriates experience in adapting to their new surroundings and interacting socially may lead them to spend more time in the workplace, which they view as a safe environment. This means that corporate back-up should focus in particular on resolving material problems and helping expatriates to develop social networks, not least for the benefit of their family members. (original abstract)
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Biblioteka Główna Uniwersytetu Ekonomicznego w Poznaniu
Pełny tekst
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