Socialization of Inpatriate Managers to the Headquarters of Global Organizations: A Social Learning Perspective

Abstract

Understanding the intricacies of managing the life cycle of international personnel is a conundrum that continues to perplex HR managers in the global business arena. Although the notion of adjusting to a socioeconomically and culturally distant environment has been explored extensively from the expatriate perspective, the critical issue to discern is the attention inpatriates need to facilitate successful, long-term integration into a novel setting. With regard to the relatively new staffing option of “inpatriation,” the current literature seeks to acquire an understanding of the contextual implications vital for an adjustment process that allows for the successful and lasting incorporation of such individuals in the headquarters of global organizations. As a result of this gap, this article examines the relationship between institutional and individualized socialization tactics and sociocultural and psychological adjustments in conjunction with a proposed moderator effect of cultural distance that inpatriates may undergo. Overall, the article argues that the successful socializing of such individuals will in part depend on their set of psychological reference points during the acculturation stages.