Developing international executives: the capacity‐building approach

Abstract

Purpose

The purpose of this paper is to outline the development steps that should be undertaken by any executives who are to be sent on an expatriate assignment to take the lead in a foreign subsidiary location. It highlights the need to develop an understanding of the host country's business practices, cultural preferences and operational methods.

Design/methodology/approach

This article explores contemporary thinking and practice and is based on work carried out over the past two years. It also uses arguments from organizational development and learning literature.

Findings

The paper explains that programs need to impart skills and knowledge in the area of cross cultural empathy, cross cultural communication and leadership, and, finally, the individual's self efficacy and level of adaptability.

Practical implications

The paper provides insights and practical tools to assist in the development of a successful international executive.

Originality/value

The short paper is designed for executives and researchers with demanding lifestyles and assists in getting an in‐depth overview by selecting the most relevant information and presenting it in a condensed and easy‐to‐digest format.

Citation

Khan, A., Khan, R. and Habibur Rahman, M. (2011), "Developing international executives: the capacity‐building approach", Development and Learning in Organizations, Vol. 25 No. 2, pp. 10-14. https://doi.org/10.1108/14777281111108218