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Adapting to a Boundaryless World: A Blueprint for Global Executives Juan I. Sanchez, Ph.D. .

A l v a h H. C h a p m a n Jr. C H A P M A N Graduate School of Business Florida International University. Adapting to a Boundaryless World: A Blueprint for Global Executives Juan I. Sanchez, Ph.D. . International Human Resource Management Strategies.

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Adapting to a Boundaryless World: A Blueprint for Global Executives Juan I. Sanchez, Ph.D. .

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  1. A l v a h H. C h a p m a n Jr. C H A P M A N Graduate School of Business Florida International University Adapting to a Boundaryless World: A Blueprint for Global ExecutivesJuan I. Sanchez, Ph.D..

  2. International Human Resource Management Strategies Ethnocentric: Hire primarily home-country nationals (i.e., expatriates) for high-level foreign positions. Polycentric: hire Host-country nationals because they are best equipped to deal with local markets. Geocentric: hire best qualified home-country, host-country, or third-country national for the job.

  3. Are expatriates an extinct species? Good-bye expatriate,hello global executive Many corporations are reducing their number of expatriates and increasing their number of local executives, but… Fewer trips may be scheduled, but they may last for longer periods of time, creating “virtual expatriates.” Local executives need continuous coaching from home-country nationals, especially during start-ups. Home-country executives also need information that can be obtained only through face-to-face interaction with local executives. E-mail, teleconferencing, and other modern forms of communication are shaped by culture and require even more cultural sensitivity than face-to-face interactions.

  4. “An international assignment is not only a physical adventure in a more or less remote land, but also a psychological adventure that requires the willingness to revise deeply held beliefs concerning one’s own identity.” Sanchez, Spector, & Cooper (2000). Academy of Management Executive, Vol. 14(2), page 105. “Perhaps the most challenging of all transformations is the ability to develop a dual identification.” Sanchez, Spector, & Cooper (2000). Academy of Management Executive, Vol. 14(2), page 105.

  5. Ineffective thinking… Being an American and identifying with the Mexican culture are opposite poles of the same continuum: American Mexican Internal conflict

  6. Example: U.S. executive representing U.S. company in Mexico Developing dual identification High Identification with The U.S. Identification with parent culture Low Low High Identification with Mexico Identification with host culture

  7. How does one form a dual identification over time?

  8. Selection of Global Executives Mr. Smoothie Ms. Go-Getter Mr. Techie Mr. Know-It-All Ms. Congeniality

  9. How does one form a dual identification over time?

  10. How does one form a dual identification over time?

  11. How does one form a dual identification over time?

  12. How does one form a dual identification over time?

  13. Successful evolution of parent and host culture identification Mastery Transitional Host culture Time in assignment Parent culture Arrival Identification

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