경험을 위해 준비되는 방법 중국을 불렀는가? Pamela Lau는 중국에 가는 것을 계획하는 expats를 위한 전 출발 훈련에 관하여 재미있는 과학적인 연구를 했다.전 출발 훈련의 효력을 문제시하는 약간 문학이 있더라도 (Kealy와 Protheroe 1996년; 에 따르면 국외로 추방한다 Selmer 그 외 여러분 1998년), 명확하다, 전 출발 훈련은 관련되다. 자료가 얻어진 상태에서, 통계적인 시험은 국외로 추방한다 그들의 회사에 의해 중국에 보내지는 필요의 깊은 이해를의 창조하기 위하여 시행되었다. 전 출발 cross-cultural 훈련
그들이 MNEs를 위한 모든 일이었더라도 확실히 의외 단지 약간이 응답자의 반 보다는 더 적은 전 출발 훈련을 받았다는 것을 것을이 발견하기 위하여 이었다. 이것은 최대량에 대하여 공부한다 전 출발 cross-cultural 훈련 (Forster 2000년의 효과에 해 간다; Romero 2002년; 많은 회사는 지금도 전 출발 훈련을 제공하지 않는다는 것을 비록 그들이 언급하더라도, Waxin와 Panaccio 2005년). 이 낮은 훈련 지급을 위한 이유를 폭로하는 것을 시도할 때 평가하는 생각나는 몇몇 이유가 있다. 첫번째 이유는 추방된 것 중국에의 앞에 이미 이었다 일 수 있고, 이미 중국 문화에 익숙하 또는 적어도 이미 약간 기대를 형성했다. 그러나, 전 출발 훈련을 받지 않은 응답자에서 반 (9 매니저)만 중국에 전에 이었었다.

또 다른 가능한 이유는 추방된 것 이전에 계속 다른 외국 지정이다 이다. 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