An exploratory investigation of the real-time training modes used by hotel expatriates

Existing literature contains voluminous research indicating that an expatriate's failure to adapt to the host culture is a leading driver of turnover [e.g. Powers, T. 1992. Managing international hospitality, FIU Hospitality Review, 1(1), 25–34; Stone, R., 1991. Expatriate selection and failure. Human Resource Planning 14, 9–18]. In response to this recurring finding, an increased number of corporations offer cultural training for those beginning (or about to begin) an international assignment. Nevertheless, even in a top-rate training program, only a small fraction of cultural idiosyncrasies can be addressed in advanced training sessions. Therefore, in addition to a priori training, recent literature recommends the use of real-time training [Avril, A., Magnini, V., 2007. A holistic approach to expatriate success. International Journal of Contemporary Hospitality Management 19 (1), 53–63; Magnini, V., Honeycutt, E., 2003. Learning orientation and the hotel expatriate manager experience. International Journal of Hospitality Management 22, 267–380; Mendenhall, M., Stahl, G., 2000. Expatriate training and development: where do we go from here? Human Resources Management 39 (2–3), 251–265]. This research collects exploratory survey results from nineteen current hotel expatriates and finds that the most commonly used source of real-time training is local nationals. In addition, it is found that as the number of previous expatriate assignments increases, the use of CD-Rom real-time training products declines. Further, in terms of culture, expatriates are less likely to turn to repatriates for real-time advice when assigned to an individualistic host nation or when there is a sizable culture distance between home and host country. The implications of these findings are discussed.