Sustaining and Developing: The Cross-Cultural Management Effectiveness of Australian and Singaporean Expatriates

By Peter Woods and Michelle C. Barker.

Published by The Sustainability Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

This study aimed to identify sustainable development practices for developing cross-cultural management effectiveness in Australian and Singaporean expatriate managers. Australian managers continue to be rated poorly in cross-cultural effectiveness by Asian business executives, and Singaporean expatriates have experienced cross-cultural ineffectiveness business interactions in China and elsewhere. Human resource development programs in cross-cultural management are infrequently utilised by Australian and Singaporean companies, being largely seen by these companies as a low business priority. Research examining the quality of relevant human resource development practices from the perspectives of 51 Australian expatriate managers in Singapore, Singaporean expatriate managers in Australia, and relevant HR professionals is described. Proposals for improved human resource development practices are critically examined, focussing on in-post training, the rise of coaching and mentoring, the development of socio-cultural competencies, and the development of culturally divergent management skills.

Keywords: Expatriation, Cross-Cultural, Training

The International Journal of Environmental, Cultural, Economic and Social Sustainability, Volume 2, Issue 7, pp.13-28. Article: Print (Spiral Bound). Article: Electronic (PDF File; 911.644KB).

Peter Woods

Peter Woods lectures in Management at Griffith University, Brisbane, Australia. He has successfully managed diverse workforces in government, private and not-for-profit organisations. He was instrumental in establishing multicultural training and multicultural community service organisations in Brisbane. His research interests include cross-cultural management, diversity management and management education.

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