EL MUNDO hOy. GESTIÃN DE LA DIVERSIDAD. UN IMPERATIVO ...

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The SucceSSful AdapTATion of ExpATriATes and the Intercultural CommunicATive Competence Amaia Arizkuren-Eleta Facultad de CC. EE. y Empresariales, DBS Universidad de Deusto Marta Muñiz-Ferrer Facultad de CC. EE. y Empresariales, ICA<strong>DE</strong> Universidad Pontificia Comillas Naiara Arnaez-Ortega Facultad de CC. EE. y Empresariales, ETEO Mondaron Universitatea María Eugenia Sánchez Vidal Facultad de Ciencias de la Empresa Universidad Politécnica de Cartagena María de Lourdes Francke-Ramm Escuela de Negocios Instituto Tecnológico y de Estudios Superiores de Monterrey 1. Definition of expatriate Most dictionaries define expatriate as «the person who does not live in his or her country of birth». This is the meaning given nowadays to this word in an international context when the reason for living in a foreign country is a professional reason. While it is true that the literature about Human Resources points out the inaccuracy of the term due to 143
INTERNAcionaLIZACIÓN Y CAPITAL HUMANO its negative connotation, 1 it is also true that there is not agreement on the exact definition of staff to be relocated. The length of time of the expatriation is the factor that brings about a greater disagreement. According to the literature, we can say that, in general terms, the expatriate is the citizen of a country who moves to work to a foreign country, no matter the position, and who lives in the foreign country for a more or less lengthy period of time. For instance, for De la Osa (1997), expatriate is «the person of a high position/or potential who moves to a country different to the country of employment for more than one year.» 2 . For Colomer (2001), it is the person who, for professional reasons, is sent to a country different from the country of residence for a period of time, maintaining links with the country of origin. Depending on the length of time of the assignment we can find three different types of assignments: «short-term assignment» for a period of up to three months to deal with specific problems, supervise projects or temporally fill a vacancy; the «extended assignment» up to one year with similar objectives to short-term assignments; «long-term assignment», also known as «traditional expatriate assignment», which can last from one year up to five years with a clearly defined role in the running of a subsidiary, usually in a managerial position 3 . For our research we have defined expatriate as «the manager, executive and/or specialized technician of a multinational company who is 1 It is a term that has been used since the Middle Ages to refer to persons expelled from their own country as a punishment. 2 De la Osa, J. C. (1997), Corporate Resource Group Ibérica, Capital Humano No. 106, p. 31. 3 This long-term assignment has been the way in which traditionally businesses have dealt with their foreign operations (Black et al., 1992; Dowling et al., 1999; Dowling y Welch, 2004), nevertheless, according to the study «Benefits for Expatriates 2005/2006» by Mercer Human Resource Consulting, more than 60% of their companies expatriate in employees for a short-term assignment and one every five companies expatriates its workers for one to five years. In contrast with this study, carried out mainly within North American companies, the research on Inter-European assignments carried out by Weichert Relocation Resources Inc. and Worldwide ERC in 2004, claims that 89% of the inter-European assignments have an average duration of one to three years. They pointed out as one of their main findings that the tendency over the following three years was that the assignments would be maintained or increased. 144
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Internacionalización y capital hum
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Marta Muñiz Ferrer Jesús Labrador
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ÍNDICE Prólogo ..................
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PRÓLOGO Matías Delgado-Ureña VP
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PRESENTACIÓN Dra. Marta Muñiz Fer
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PRESENTACIÓN internacionalización
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PRESENTACIÓN Internacionalización
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PRESENTACIÓN En cuanto a los retos
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PRESENTACIÓN ras internacionales.
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PRESENTACIÓN de la gestión de la
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BLOQUE I GLOBALIZACIÓN E INTERNACI
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INTERNAcionaLIZACIÓN Y CAPITAL HUM
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EL mundo hoy. Gestión de la divers
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los años ochenta, Iberoamérica co
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es que la crisis financiera está c
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Page 93 and 94: INTERNAcionaLIZACIÓN Y CAPITAL HUM
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Openness to experience 51.78 63.33
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¿Internacionalización o no? Influ
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LA GESTIÓN DE LA DIVERSIDAD DEMOGR
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externos, requiere que la gestión
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GESTIÓN DE LA DIVERSIDAD EN L’OR
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Cuadro 6: Cuadro Impatriados 6. Imp
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objetivo: facilitar el acceso de lo
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La discriminación en los procesos
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