経験のために準備される方法中国を呼んだか。 Pamela Lauは中国に行くことを計画するexpatsのための前出発の訓練についての興味深い科学研究をした。前出発の訓練の効果に質問する文献があるけれども(KealyおよびProtheroe 1996年; Selmer等1998年)、明確ことは国外居住者に従ってである、前出発の訓練は関連している。 得られた彼らの会社によって中国に差し向けられる国外居住者の必要性の深い理解を作成するためにデータと統計的なテストは行なわれた。 前出発の異文化の訓練
それらがMNEsのためのすべての働きだったがかなり意外少しだけ被告の半分よりより少し前出発の訓練を受け取ったことを分るためにだった。 これはほとんどに対して調査する前出発の異文化の訓練(Forster 2000年の有効性でされて行く; Romero 2002年; 多くの会社はまだ前出発の訓練を提供しないことをそれらが述べたのに、WaxinおよびPanaccio 2005年)。 この低い訓練の準備の理由の覆いを取ることを試みるとき評価する気にすることを来る複数の理由がある。 最初の理由は国外居住者が中国にの前にである既に行ったことがあることができ、既に中国文化をよく知られていたりまたは少なくとも既にある予想をこと形作ってしまった。 但し、前出発の訓練を受け取らなかった被告から半分(9人のマネージャーだけ)が中国に前にあった。

もう一つの可能な理由は国外居住者が前にずっと他の外国の割り当てであることである。 The company then could have decided that it is not necessary for them to have pre-departure training. Waxin and Panaccio (2005) mention that international experience is a moderator on the effect of cross-cultural training. This fact also is mentioned by some expatriates who noted that the extent to which some companies provide training or expatriates want or need pre-departure training depends on the previous foreign experiences of the expatriate manager. However, from the results it can also be seen that even though the expatriate is familiar or somewhat familiar with the Chinese culture, they still think pre-departure training is useful. As one respondent stated: “Even I would have benefited from a language refresher course and my degree is in Chinese”. Also, it should not be forgotten to mention that it might as well be that the company does not provide standardised pre-departure training, but provides the support after arrival in the host country. This is the case for Shell, which would explain why none of the respondents from Shell received pre-departure training. It should be noted however, that some of these respondents did indicate that they would have liked to receive pre-departure training.

The training elements that were found most important by the expatriates based on their own personal experience in China were 1. Culture, 2. Guanxi and 3. Language. This importance was not completely reflected in the actual training they received, where Language had been neglected. Companies should not ignore language training (Weiss and Bloom, 1990; Hutchings, 2005). According to Brislin (1993), using the host country’s language has a positive influence on expatriate adjustment and facilitates cooperation of the employees. From the results we can see that some companies do not provide any kind of language training at all, although it is considered an important element of pre-departure training by the expatriates who have been on assignment in China. KIT does provide information on language background in their trainings, but actually learning the language has to be done in a separate optional module. It is up to the HR-department to take this result very seriously and include it in the pre-departure preparation.

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Pamela Lau