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This bachelor’s thesis examines the potential of integrating Global People Transitions GmbH’s RockMe! App in Global Mobility platforms and partner networks by means of a market analysis.
The theoretical background consists of giving insights on the basics of Global Mobility like policies, processes and challenges. It also provides knowledge on international assignment challenges and the impact of intercultural coaching on expatriates. Furthermore, the concept of the RockMe! App is explained and potential collaborators as well as competitors are presented.
The empirical part is based on qualitative data research through expert interviews with professionals who are working within the Global Mobility industry. The results of these interviews have been used for a market analysis to assess the business opportunity of integrating the RockMe! App in Global Mobility platforms and partner networks.
The research results show that a general interest in digital coaching and also for collaborations regarding an integration of the RockMe! App exists. Nevertheless, company-internal structures and bureaucratic hurdles need to be overcome beforehand and a possible integration needs to be discussed individually.
There is a growing trend for multinational enterprises to send their expatriate employees on international assignments to achieve corporate development, human resource goals and to gain a competitive advantage in the global context. Therefore, the performance and productivity of international assignees play a major role for them and the organization. However, expatriate research has so far rarely taken into account the factors that do not directly relate to expatriate performance. Instead, research has focused on expatriate success and failure. However, the literature shows that neither can yet be clearly defined. Therefore, this study instead focuses on expatriate performance and productivity by placing special emphasis on literature gaps. Hence, in this study the importance of several factors is tested, namely: 1) overall international experience, 2) informal social networks, and 3) expatriate family. As this research aims to develop practical approaches to managing critical circumstances when relocating overseas, a link between theory and previous study findings has been established. To provide a point of departure for Global People Transitions GmbH, a special focus has been placed on organizational support and intercultural training. The data have been collected through guided expert interviews with six participants, three of them expatriates, two expatriate spouses, and one repatriate. The study results have found that the tested factors have an impact on expatriate adjustment and, consequently, on expatriate performance and productivity. In addition, several aspects to improve expatriate performance and productivity have been identified, such as providing organizational support or creating structures and routines. Lastly, it has become clear that research on international assignments is very elusive due to several underlying factors that influence the matter.
This thesis refers to Western multinational corporations (MNCs) that expanded their business activities in China significantly within recent years. These organizations operate in highly complex cultural environments, based on the infinite number of teachings drawn from past dynasties. The culture scope is difficult to assess, which explains the limited research available. The thesis examines whether classic performance evaluation systems in German MNC’s operating in China prove to be efficient. Furthermore, reference is drawn to the influences of controversial discussions on performance appraisals in German headquarters, whereby it is examined if Western alternatives would be compatible within a Chinese setting. Underlying cultural concepts; Confucianism, face dynamics, etc., and their implications are studied due to their high impact on the regulation of social interactions between German expatriates and Chinese business leaders. As part of the research, qualitative expert interviews were conducted with expatriates in China originating from both German SME’s and corporations. The results showed that hierarchies largely dominate corporate culture, which is partly due to partisan influences on the organization. Traditional performance appraisal systems largely prove to work efficiently. Lateral collaboration is evaluated as close to non-existent. Praise is rarely expressed. Furthermore, Chinese leaders and cultural, political underpinnings consolidate companies within their strict hierarchy and largely prevent the introduction of agile approaches, therefore alternative approaches can only be partially implemented.