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Cross-cultural training in highly diverse environments

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  1. Summary
  2. Critical analysis
    1. Strengths
    2. Weaknesses
    3. Limitations
    4. Alternatives
  3. Conclusion

In the early 60s, international assignment started to reach local business environments. In those times, employees were sent to foreign subsidiaries for almost three years; expatriates were in charge of command and control over local nationals. In order to adapt themselves, they were trained on the living considerations and country briefings including some aspects of cultural norms and language ability. Changes came in the late 1990s with a rapid business globalization followed by an increased need for effective international working; they were influenced by three key factors: firstly, the changing nature of international organizations; then, the change in the host company's locations; and finally, the changing nature of the international assignees themselves.

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