IS CROSS-CULTURAL TRAINING OF EXPATRIATE MANAGERS EFFECTIVE - A METAANALYSIS

Conflicting views exist among corporate leaders and academicians on the effectiveness of cross-cultural training. The studies examining this effect have produced conflicting results, and reviews of such studies have failed to quantify the true effect of cross-cultural training. This study uses the Hunter-Schmidt meta-analytical framework to examine the effects of cross-cultural training on the effectiveness of expatriate managers on five criteria (self-development, perception, relationship, adjustment, and performance). This study provides the support academicians need to show corporate leaders the usefulness and necessity of such training by deciphering the true effects of these programs. This study also shows how utility analysis can be used to assess the dollar value of these programs to organizations. Potential problems in current cross-cultural training research are also discussed.