The Commisceo Global Blog - Perfect for Culture Vultures

Whether a press release, a case study of cultural difference, some tips on working abroad or some lessons in cross-communication, we try our best to satiate your inner culture vulture.

Where Will UK-based Businesses Go post-Brexit?

Where Will UK-based Businesses Go post-Brexit?

Will we see a business brain drain?

Britain’s impending exit from the EU has rallied a host of cries from its European brethren, encouraging businesses to continue accessing European skills and resources by relocating elsewhere.

These rallying calls have been heard.  Whilst some UK based internationals wait to see the EU exit deal, others are charging ahead with the steam and energy of a power boosted intercity train; reviewing both the landscape and their options, should they choose to exit.  

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The Stages of Culture Shock

The Stages of Culture Shock

'Culture shock' is used to describe the emotional rollercoaster that someone experiences when living in a new country. Anyone that has worked and lived in a foreign country will experience culture shock of some sort.

Culture shock affects anyone from business personnel and their families, to EFL teachers to sports stars. Recognising culture shock is an important way of being able to deal with it. Dealing with it helps minimise the risk of becoming disillusioned with a new country and the possibility of deciding that a quick return 'home' is the only solution.

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Expat Tips - Moving to China



When people decide that they want to move country with their work it can sometimes be a challenging time (especially if they are taking their family with them).
However if you are looking to move to somewhere like China then it can be even more demanding and it is very likely that if you do not prepare before you go, then you will find that you might experience some kind of culture shock when you are there.
If you are soon to become an expat in China then here are a few tips to help you deal with the culture shock.
o    If you have the time and the budget (and if your company will let you go) then it is always worth spending a little time booking a research trip to the area where you will be living. This is a really good way to get to grips with the area of China where you will be staying and the different way that the Chinese, that will be local to you, do things.
o    Cross cultural training is a great way to give yourself an added advantage (so make sure you grab it with both hands if your company gives you access to this).
o    Think about the area of China where you will be staying. If you are going to be living in one of the major cities then you might find that you will have access to some western products. If however you think you are going to be living in a more remote area of China then you will either have to take some essentials with you or learn to do without.
Living is China can be an incredible cultural experience but to truly make the most of it you have to make sure that you are prepared for the differences to the culture in the UK.

For more tips visit Expatriate Relocation Guides

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It takes two to tango: socialization versus expatriate adjustment



Whereas traditional views considered the expatriate the sole actor in his/her adjustment process; recent literature suggests an important role for host country nationals in the expatriate adjustment process. It seems that socialization tactics of the organization and the information-seeking process of the individual have been overlooked as factors in the success of expatriates. As well, expatriates will also experience socialization in the host country national culture. This distinction between socialization in organization and host country national culture is essential. Because incoming expatriates are new organizational members, it is likely that boundaries between organizational and national culture will not always be recognized as such.
Socialization in this context can be defined as the process by which an individual fits in or becomes adjusted to a new role in the organization and learns the content of information necessary for adjustment to this new role. Socialization is, therefore, essentially a learning process and has been described as an expatriate coping strategy (Stahl and Caligiuri, 2005). Six socialization dimensions can be distinguished: politics, performance proficiency, language, people, history and organizational goals/values. Lueke and Svyantek (2000) suggested that combining knowledge gained through research on both socialization and information seeking processes is essential in gaining an understanding of expatriate turnover. Their suggestion is supported by research confirming that the use of these socialization tactics would affect job satisfaction and commitment to the organization. Overall, financial costs of expatriate turnover/failure have been estimated between $2 and $2.5 billion in recent research. Post-entry socialization experiences then may affect expatriates’ experience of fit and value in the new organization.
Consistent with the general nature of socialization described above, Florkowski and Fogel (1999) link perceived acceptance of expatriates in the new organization to host socialization efforts. Socialization is dependent on two players, the host country nationals and the expatriates themselves. Discordant behaviour by either party can disrupt the socialization process. It appears that expatriates at times display behaviours that are unhelpful to their own adjustment process. American expatriates who attempted to avoid resocialization (socializing to a new environment) have been found to experience conflicting internal and external demands. They were unable to communicate effectively with host country nationals and less satisfied with their situation.
Best practice in socialization strategies can assist relocating staff members in achieving their new fit to both the organization and a new community. However, expatriate motivation is key in achieving this fit and, at the same time, reducing expatriate turnover.
Information and feedback seeking, relationship building, negotiation of job changes and positive framing are suitable tactics for proactive socialization. Positive framing, which in contrast with the other techniques does not involve interactions with others, is a personal technique whereby individuals change their understanding of a situation by explicitly controlling the cognitive frame they put on the situation. Relationship building and positive framing were found to have positive effects on expatriate adjustment.
Findings in literature suggest that one size fits all approaches to socialization may not be effective. In order to benefit from the possible positive outcomes related to diversity at the workplace organizations should individualize their socialization tactics within, in particular, collectivistic organizational cultures. Collectivistic cultures tend to favour ingroups and behave according to values and norms within these ingroups. Organizational culture can be defined as the underlying values, beliefs, and principles that serve as a foundation for the organization’s management system, as well as the set of management practices and behaviours that both exemplify and reinforce those principles. This definition emphasizes the role of unique organizational context in socialization processes. Individualized socialization tactics therefore may provide tailored solutions for the individual, which may also increase the efficiency of the learning process as it would build on established skills and knowledge.
In summary, deliberate socialization is clearly related to expatriate adjustment and turnover and requires participation of host country nationals. It takes two to tango!

Dr. B.J.L. van den Anker received his PhD in Business and Management from the International Graduate School of Business of the University of South Australia. Dr. van den Anker hails from the Netherlands and has extensive experience living and working in SE Asia. His (I)HRM and cross-cultural consultancy assignments focus primarily on western-Asian contexts. He can be contacted at This email address is being protected from spambots. You need JavaScript enabled to view it..

Florkowski, G.W. and Fogel, D.S. (1999). Expatriate adjustment and commitment: the role of host-unit treatment. International Journal of Human Resource Management, 10 (5), 783– 807.

Lueke, S.B. and Svyantek, D.J. (2000). Organizational socialization in the host country: The missing link in reducing expatriate turnover. The International Journal of Organizational Analysis, 8(4), 380-400.

Stahl, G.K. and Caligiuri, P. (2005). The effectiveness of expatriate coping strategies: the moderating role of cultural distance, position level, and time on the international assignment. Journal of Applied Psychology. 90(4), 603-615.
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Culture Shock: from the inside out

Expats often underestimate the challenges of culture shock, and even those who've mastered adaptation are often unprepared for the adjustment the expat bubble itself demands.


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