haviors, norms, ethics, and mores of a new culture. In the next section of this report, issues related to cross-cultural adaptation in the business environment will be discussed.
Harvey (1999) identified a number of the issues that impact upon the success of expatriate managers. Noting that expatriates have typically been the preferred group of managers for overseas assignments, Harvey (1999) also identified the reasons for this preference as follows:
1) Their technical/business expertise.
2) Political understanding of the headquarters
3) Ability to transfer domestic corporate culture to an
4) Communication clarity between headquarters and the
5) A means of social control over the subsidiary.
Among the reasons cited by Harvey (1999) for expatriate managerial failure are generalized difficulties in adjusting to a new and potentially strange culture. Currently, United States companies have some
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