1. The Role of Inpatriates in a Globalization Strategy and Challenges Associated With the Inpatriation Process 報告人：王茵玫

2. Introduction  Organizations change ： multicultural 、 multinational  Parent-country managers  foreign boss  Inpatriate manager  Objectives :  The importance of multicultural management  The difference of expatriate and inpatriate managers  The difficulties of inpatriate managers  Support system of inpatriate managers

3. Multicultural Management in Global Organizations  Multicultural management team 1. Reduction of groupthinking 2. Lower the cost of decision making 3. Cognitive diversity 4. Develop interorganizational trust with subsidiaries as a core competency  How to retain inpatriate managers : “bicultural managers”

4. Multicultural Management in Global Organizations (cont.)  The advantages of inpatriate managers : 1. Providing cultural/social knowledge and understanding 2. As a communication point 3. The diversity of perspectives 4. Initiating and maintaining continual contact with government officials & channel-of-distribution members 5. An alternative to expatriates(high-cost/high-failure) 6. Act locally 7. multidomestic  multinational  global

5. The Role of the Inpatriate Manager in Globalization  “linking pin” between headquarter and the emerging market  Give the advice on the human resource processes  Transfer the home organization’s culture  Provide mentoring to high-potential managers from host country

6. The Role of the Inpatriate Manager in Globalization(cont.)  a declining number of expatriate managers in developing countries, because of the five trends : 1. Expatriates’ record is questionable 2. Expatriate will become more complex ex: female expatriate candidates 3. The poor business infrastructure 、 culture 、 level of economic development conversely, 4. Inpatriate managers from developing countries 5. Competitors’ global operations  Expatriate managers in developed countries

7. Challenges in the Inpatriation of managers  The difference between expatriate managers and inpatriate managers 1. The degree of acclimation( 適應環境 ) 2. Business education 3. Communication skills 4. The importance and influence of social class or organization status 5. Different motivation and reward structure orientation 6. Unique time perspective

8. Cognitive and Learning Style Differences Among Inpatriate Managers  Field dependence and field independence  individual’s learning style  Culture influences 1. Culture 2. Preexisting beliefs 3. Education 4. Individual motivation ex: individualism-collectivism  Training program is necessary  “learn how to learn” new social skills

9. Attributional or Explanatory Style Differences  Culture variation of the construct  Differences in causal attributions 1. Perceptions 2. Individualist/ collectivist orientation  Attributional style and negative outcomes  Culture shock

10. Addressing Inpatriate Stress  Why inpatriate managers leave? ex: stress 、 lack of family support  Four types of social support : 1. Emotional support 2. Instrumental support 3. Informational support 4. Appraisal support  social  informal institutional  formal

11. Addressing Inpatriate Stress(cont.)  Issues impact the level and quality of social supports 1. Family setting 2. External network 3. Degree of dissimilarity 4. Recipient characteristics  different supports  the timing and the frequency of communication  Support resources 1. Normative appropriateness 2. Expected value of reward 3. Perceived equity dimensions of inpatriate managers

12. Conclusion  A powerful influence on the parent organization  Cognitive and cultural compatibility  Cognitive uniformity of business processes  Reduce stress of inpatriate managers  Therefore, the company could accomplish the goal : “think globally, act locally”