The job of the expatriate in international job transfers is hardly an easy transition. Most Scandinavian expatriate contracts in Singapore for example average 3 years, during which time, the employees, usually at managerial level, are supposed to make adjustments along several dimensions, both in the private and public domains.
International managers not only need to adjust to a new home, perhaps a new language, and new schools for the children if the family is in tow, but they are also expected to adjust into the new role within the organization and perform on the job.
If the ballpark figure is given at about a year to adjust to a foreign environment, then 3 years for the average expatriate contract, isn’t much time given to get things working smoothly, since as soon as you begin to feel comfortable in the new environment, it’s time to go home. Going home is not also always smooth sailing since you’re perhaps faced with a host of re-acculturation issues due to that you have gained new knowledge from the new environment and now cannot help but apply that new knowledge back home.
During the 1960s and up until about ten years ago, the majority body of literature that governed relocation and expatriate managers’ experience overseas equated their transition success with how far they’ve come to be integrated with the host country’s culture (Black, 1988; Janssens, 1995)
In speaking with Scandinavian respondents about their experience in socializing with Singaporeans, many of them mentioned that they felt marginalized and not at all integrated into the Singapore society. It didn’t seem to matter whether they were there for three years or in some cases, fifteen to twenty-six years. Disheartened and feeling not quite successful in the aspect of cross-cultural socializing, many said they felt ‘outside’ of the local system, some even mentioning that they felt more ‘Swedish’ or ‘Danish’ when they were in Asia, than when they were back in Scandinavia.
When it came to cross-cultural socializing, the organizations had office functions and staff dinner and dances, which they found a perfect opportunity to mingle with the locals, but apart from such events, they found themselves rarely socializing with the locals.
Continue reading “When failure is success: a change of view in expatriate integration”
