ABSTRACT
This chapter speaks about the need for expatriate managers to be cleverer about the way they engage with their host country. And perhaps the most immediately profitable business case the authors will make is to argue that companies should be better at selecting, training and managing their expatriate managers. Companies that manage expats wisely do not assume that people who have succeeded at home will repeat that success abroad. They assign international posts to individuals who not only have the necessary technical skills but also have indicated that they would be likely to live comfortably in different cultures. Given the alarming statistics on expatriate failure, there's a surprising dearth of relevant training courses for international executives. The types of action the authors want companies to take on poverty alleviation are precisely the sort of innovations that are difficult for companies to implement.
