John Parker's expatriate experiences in China
Cindy Qin, Prem Ramburuth, Yue Wang
John Parker Sitting in his office on the 14th floor in Beijing's CBD, John Parker was reflecting on his experience during the last year and wondering where things had gone wrong. He had been a successful manager in DigiMat, a United States-based company with subsidiaries in Asia and Europe, and one year earlier he had been assigned as the Asia Pacific Sales Director. His job required him to spend about half of his time based in China, with the rest of it to be spent mainly between Singapore and Australia. With his 15 years of experience in the IT industry, an MBA and a sound educational background, and his outstanding performance as a manager in North America, he had a great deal of confidence when he first took on his new assignment. He had been looking forward to moving to China, a country with a unique cultural environment that he had long admired but had never visited. Back in the United States, before his departure, the headquarters had given him a two day cross-cultural training session to prepare him for his new venture. The session provided him with a brief introduction to Asian culture and showed him how to best handle the expected culture shocks that accompany working in a different environment. The training had reminded him of the cross-cultural management course that he completed during his MBA program a few years before; he still remembered the concepts provided by Hofstede's (1991) cultural dimensions and Hall's (1976) cultural context theories. This culture-related knowledge, together with his strong industry and management background, boosted his confidence, and John believed that he was totally ready for the new job. It would be an exciting experience, he told himself, before he headed to China.
Dynamics of International Business
Asia-Pacific Business Cases
Prem Ramburuth, Christina Stringer, Manuel Serapio
Port Melbourne, VIC
https://doi.org/10.1017/CBO9781107282278.017
10.1017/CBO9781107282278.017
Dive into the research topics of 'John Parker's expatriate experiences in China'. Together they form a unique fingerprint.
Expatriates Business & Economics 100%
China Business & Economics 66%
Managers Business & Economics 57%
Culture Shock Business & Economics 49%
Confidence Business & Economics 49%
Cross-cultural Training Business & Economics 46%
Cross-cultural Management Business & Economics 42%
MBA Program Business & Economics 41%
Qin, C., Ramburuth, P., & Wang, Y. (2013). John Parker's expatriate experiences in China. In P. Ramburuth, C. Stringer, & M. Serapio (Eds.), Dynamics of International Business: Asia-Pacific Business Cases (pp. 137-144). Cambridge University Press. https://doi.org/10.1017/CBO9781107282278.017
Qin, Cindy ; Ramburuth, Prem ; Wang, Yue. / John Parker's expatriate experiences in China. Dynamics of International Business: Asia-Pacific Business Cases. editor / Prem Ramburuth ; Christina Stringer ; Manuel Serapio. Port Melbourne, VIC : Cambridge University Press, 2013. pp. 137-144
@inbook{86e5ce5ef6c94673beda6c91f1518ab1,
title = "John Parker's expatriate experiences in China",
abstract = "John Parker Sitting in his office on the 14th floor in Beijing{\textquoteright}s CBD, John Parker was reflecting on his experience during the last year and wondering where things had gone wrong. He had been a successful manager in DigiMat, a United States-based company with subsidiaries in Asia and Europe, and one year earlier he had been assigned as the Asia Pacific Sales Director. His job required him to spend about half of his time based in China, with the rest of it to be spent mainly between Singapore and Australia. With his 15 years of experience in the IT industry, an MBA and a sound educational background, and his outstanding performance as a manager in North America, he had a great deal of confidence when he first took on his new assignment. He had been looking forward to moving to China, a country with a unique cultural environment that he had long admired but had never visited. Back in the United States, before his departure, the headquarters had given him a two day cross-cultural training session to prepare him for his new venture. The session provided him with a brief introduction to Asian culture and showed him how to best handle the expected culture shocks that accompany working in a different environment. The training had reminded him of the cross-cultural management course that he completed during his MBA program a few years before; he still remembered the concepts provided by Hofstede{\textquoteright}s (1991) cultural dimensions and Hall{\textquoteright}s (1976) cultural context theories. This culture-related knowledge, together with his strong industry and management background, boosted his confidence, and John believed that he was totally ready for the new job. It would be an exciting experience, he told himself, before he headed to China.",
author = "Cindy Qin and Prem Ramburuth and Yue Wang",
doi = "10.1017/CBO9781107282278.017",
editor = "Prem Ramburuth and Christina Stringer and Manuel Serapio",
booktitle = "Dynamics of International Business",
Qin, C, Ramburuth, P & Wang, Y 2013, John Parker's expatriate experiences in China. in P Ramburuth, C Stringer & M Serapio (eds), Dynamics of International Business: Asia-Pacific Business Cases. Cambridge University Press, Port Melbourne, VIC, pp. 137-144. https://doi.org/10.1017/CBO9781107282278.017
John Parker's expatriate experiences in China. / Qin, Cindy; Ramburuth, Prem; Wang, Yue.
Dynamics of International Business: Asia-Pacific Business Cases. ed. / Prem Ramburuth; Christina Stringer; Manuel Serapio. Port Melbourne, VIC : Cambridge University Press, 2013. p. 137-144.
T1 - John Parker's expatriate experiences in China
AU - Qin, Cindy
AU - Ramburuth, Prem
AU - Wang, Yue
N2 - John Parker Sitting in his office on the 14th floor in Beijing's CBD, John Parker was reflecting on his experience during the last year and wondering where things had gone wrong. He had been a successful manager in DigiMat, a United States-based company with subsidiaries in Asia and Europe, and one year earlier he had been assigned as the Asia Pacific Sales Director. His job required him to spend about half of his time based in China, with the rest of it to be spent mainly between Singapore and Australia. With his 15 years of experience in the IT industry, an MBA and a sound educational background, and his outstanding performance as a manager in North America, he had a great deal of confidence when he first took on his new assignment. He had been looking forward to moving to China, a country with a unique cultural environment that he had long admired but had never visited. Back in the United States, before his departure, the headquarters had given him a two day cross-cultural training session to prepare him for his new venture. The session provided him with a brief introduction to Asian culture and showed him how to best handle the expected culture shocks that accompany working in a different environment. The training had reminded him of the cross-cultural management course that he completed during his MBA program a few years before; he still remembered the concepts provided by Hofstede's (1991) cultural dimensions and Hall's (1976) cultural context theories. This culture-related knowledge, together with his strong industry and management background, boosted his confidence, and John believed that he was totally ready for the new job. It would be an exciting experience, he told himself, before he headed to China.
AB - John Parker Sitting in his office on the 14th floor in Beijing's CBD, John Parker was reflecting on his experience during the last year and wondering where things had gone wrong. He had been a successful manager in DigiMat, a United States-based company with subsidiaries in Asia and Europe, and one year earlier he had been assigned as the Asia Pacific Sales Director. His job required him to spend about half of his time based in China, with the rest of it to be spent mainly between Singapore and Australia. With his 15 years of experience in the IT industry, an MBA and a sound educational background, and his outstanding performance as a manager in North America, he had a great deal of confidence when he first took on his new assignment. He had been looking forward to moving to China, a country with a unique cultural environment that he had long admired but had never visited. Back in the United States, before his departure, the headquarters had given him a two day cross-cultural training session to prepare him for his new venture. The session provided him with a brief introduction to Asian culture and showed him how to best handle the expected culture shocks that accompany working in a different environment. The training had reminded him of the cross-cultural management course that he completed during his MBA program a few years before; he still remembered the concepts provided by Hofstede's (1991) cultural dimensions and Hall's (1976) cultural context theories. This culture-related knowledge, together with his strong industry and management background, boosted his confidence, and John believed that he was totally ready for the new job. It would be an exciting experience, he told himself, before he headed to China.
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DO - 10.1017/CBO9781107282278.017
BT - Dynamics of International Business
A2 - Ramburuth, Prem
A2 - Stringer, Christina
A2 - Serapio, Manuel
PB - Cambridge University Press
CY - Port Melbourne, VIC
Qin C, Ramburuth P, Wang Y. John Parker's expatriate experiences in China. In Ramburuth P, Stringer C, Serapio M, editors, Dynamics of International Business: Asia-Pacific Business Cases. Port Melbourne, VIC: Cambridge University Press. 2013. p. 137-144 https://doi.org/10.1017/CBO9781107282278.017