Although Root and Heenan (1972) and Holley and Jennings (1987) have
indicated that there is a trend in the US toward using more local nationals
to staff overseas companies, the incidence of expatriate managers working
abroad is significant to many multinational companies. This seems to be the
result, in part, of greater free trade and more open political relationships around
the globe. Companies from various parts of the world see opportunities to do
business in other countries and also see advantages of establishing offices and/or
production outlets in these foreign locations. Unfortunately, numerous
difficulties accompany interpersonal relationships involving the expatriate
working abroad. The paper focuses on managers attempting to understand
unfamiliar personnel problems in cross-cultural work encounters.
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