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Description
(Text)
The world's economy still continues to globalise atrapid progression. However, this leaves organisationswith the challenge of managing their human resourcesacross cultural boundaries. The retention anddevelopment of internationally competent managers iscritical to globally operating organisations. Thiscalls for research that can help to moreintelligently managing expatriate assignments. Thepurpose of this research project was to elaborate jobperformance-critical competencies for German-speakingexpatriate managers working in the Middle East.Building on findings of competence models which areassumed to be applicable universalistically, it wasthis study's aim to accommodate cultural factorsinfluencing job performance. Eight German-speakingexpatriate managers currently working in Egyptparticipated in this study. The results have beencategorised according to the ten competencies forinternational managers defined by Birchall, Hee, andGay (1996). Among these ten competencies, thefollowing ones have been elaborated as being mostcritical to job performance: internationalnegotiation, cultural empathy, addressing ethicaldilemmas, and working with stakeholders.
(Text)
The world''s economy still continues to globalise at
rapid progression. However, this leaves organisations
with the challenge of managing their human resources
across cultural boundaries. The retention and
development of internationally competent managers is
critical to globally operating organisations. This
calls for research that can help to more
intelligently managing expatriate assignments. The
purpose of this research project was to elaborate job
performance-critical competencies for German-speaking
expatriate managers working in the Middle East.
Building on findings of competence models which are
assumed to be applicable universalistically, it was
this study s aim to accommodate cultural factors
influencing job performance. Eight German-speaking
expatriate managers currently working in Egypt
participated in this study. The results have been
categorised according to the ten competencies for
international managers defined by Birchall, Hee, and
Gay (1996). Among these ten competencies, the
following ones have been elaborated as being most
critical to job performance: international
negotiation, cultural empathy, addressing ethical
dilemmas, and working with stakeholders.
(Author portrait)
Uhe Milan Milan grew up in Berlin and Potsdam. He studied BusinessPsychology in Lüneburg and International Human ResourceManagement in London. Further important stations in his life havebeen France, the U.S., and Egypt. Currently, Milan is workingat an internationally renowned Recruiting Consultancy in Hamburg.
