지원사업
학술연구/단체지원/교육 등 연구자 활동을 지속하도록 DBpia가 지원하고 있어요.
커뮤니티
연구자들이 자신의 연구와 전문성을 널리 알리고, 새로운 협력의 기회를 만들 수 있는 네트워킹 공간이에요.
초록· 키워드
오류제보하기
The objective of this paper is to find out selection criteria for expatriate to be dispatched into Indian subsidiaries of Korean firms. If expatriates were selected as per proper and effective criteria, commitment of the organization could be enhanced. As a result , better performance of the organization can be achieved, accordingly.
The selection criteria can be summarized as follows ;
First, speaking English for expatriate in india is a must since most of Indian businessmen use English in doing business.
Second, adaptation capability of cross-cultural environments can be required in India because India consist of very much diversified cultures so expatriate who cannot understand cultural difference may face big problems in handling Indian employees.
Third, family adjustment for Indian environments can be also very crucial. So interview with spouse and children should be added on the process of expatriate selection.
Lastly, expatriate’s well return to home company should be supported as a system in company. Otherwise expatriate in India may have some problem in full commitment to the organization.
Global managers who can operate Indian subsidiaries successfully would be required more and more because the entry into Indian market by Korean firms will be increased after CEPA. So strategical approach should be well arranged in terms of international human resource development.
The selection criteria can be summarized as follows ;
First, speaking English for expatriate in india is a must since most of Indian businessmen use English in doing business.
Second, adaptation capability of cross-cultural environments can be required in India because India consist of very much diversified cultures so expatriate who cannot understand cultural difference may face big problems in handling Indian employees.
Third, family adjustment for Indian environments can be also very crucial. So interview with spouse and children should be added on the process of expatriate selection.
Lastly, expatriate’s well return to home company should be supported as a system in company. Otherwise expatriate in India may have some problem in full commitment to the organization.
Global managers who can operate Indian subsidiaries successfully would be required more and more because the entry into Indian market by Korean firms will be increased after CEPA. So strategical approach should be well arranged in terms of international human resource development.
목차
Ⅰ. 서론
Ⅱ. 이론적 배경
Ⅲ. 연구 방법
Ⅳ. 실증 분석
Ⅴ. 결론 및 시사점
참고문헌
Abstract
참고문헌 (5)
참고문헌 신청
이 논문의 저자 정보
이 논문과 함께 이용한 논문
멕시코 한국기업의 현지화 경영
심원술
,
김남현
고려대학교 노동문제연구소 기타간행물
1999
.01
중국 소비자들의 스마트폰에 대한 재구매의도 결정요인 : 죠링허우(90後)를 대상으로
박현재
무역학회지
2017
.02
무역학 교육지원을 통한 국제개발협력 방향 고찰 : 인도와 ASEAN 국가를 중심으로
정홍주
,
박현재
,
성수남
외 2명
무역학회지
2013
.06
해외파견자의 다면적 현지적응에 대한 실증연구 : 개인역량요소와 조직지원요소와의 관계를 중심으로
박용석
,
장기홍
연세경영연구
2008
.07
해외주재원의 이문화 적응에 영향을 미치는 요인에 관한 연구 : 중국진출 한국기업을 중심으로
심춘화
,
한인수
인적자원개발연구
2012
.06
최근 본 자료
댓글(0)
0
UCI(KEPA) : I410-ECN-0101-2013-326-000656506