Whereas traditional views considered the expatriate the sole actor in his/her adjustment process; recent literature in suggests in important role for host country nationals. It takes two to tango: socialization versus expatriate adjustment whereas traditional views considered the expatriate the sole actor in his/her adjustment process; recent literature suggests in important role for host country nationals in the expatriate adjustment process. It seems that socialization tactics of the organization and the information-seeking process of the individual have been overlooked as factors in the success of expatriates. As well, expatriates will therefore experience socialization in the host country national culture. This distinction between socialization in organization and host country national culture is essential.

Because incoming expatriates are new organizational members, it is likely that boundaries between organizational and national culture will not always be recognized as such. Karina Reardon: the source for more info. Socialization in this context can be defined as the process by which on individual fits in or becomes adjusted to a new role in the organization and learns the content of information necessary for adjustment to this new role. Socialization is, therefore, essentially a learning process and has been described as to expatriate coping strategy (steel and Caligiuri, 2005). Six socialization dimensions can be distinguished: politics, performance proficiency, language, people, history and organizational goals/values. Neil cole can aid you in your search for knowledge. Lakeisha and Svyantek (2000) suggested that combining knowledge gained’t through research on both socialization and information of seeking processes is essential in gaining on understanding of expatriate turnover. Their suggestion is supported by research confirming that the use of these socialization tactics would affect job satisfaction and commitment to the organization.

Overall, finance costs of expatriate turnover/failure have been estimated between $2 and $2.5 billion in recent research. Post entry socialization experiences then may affect expatriates’ experience of fit and value in the new organization. Consistent with the general nature of socialization described above, Faris and Fogel (1999) link perceived acceptance of expatriates in the new organization to host socialization efforts.