The essay below will present the argument that the study of Seak & Enderwick (2008) which the management of expatriates from New Zealand in China is not rigorously enough as an academic paper. It has some flaws in its language organization, survey sample selection and survey question setting.
In Seak & Enderwick’ s journal, it reports the study of the problems which encountered by 40 New Zealand expatriate managers in China. First, due to the culture background in China is contrary to New Zealand, the parent companies have a serious of specific and similar standard for expatriate members appointment. They give the highest priority to those employees who have multicultural communication ability, cross-functional skills and training techniques. However, most parent companies have problems with pre-departure training and incumbent support for expatriates. Moreover, the experiences, skills and knowledge (ESK) of expatriates they obtained during their occupations have no chance be transferred to other employees in their parent companies. …show more content…
Seak & Enderwick adopted the inferential vocabulary "most likely," but did not provide the corresponding evidence to support it. Actually, Andrew & Rhee (2005) argue that a global pathfinder can reduce cost though engaging a manager who is familiar with local environment get in charge of the local market. This previous research can provide support for their perspectives. Seak & Enderwick’s journal appears not rigorous enough since the lack of evidence and using vague
In Seak & Enderwick’ s journal, it reports the study of the problems which encountered by 40 New Zealand expatriate managers in China. First, due to the culture background in China is contrary to New Zealand, the parent companies have a serious of specific and similar standard for expatriate members appointment. They give the highest priority to those employees who have multicultural communication ability, cross-functional skills and training techniques. However, most parent companies have problems with pre-departure training and incumbent support for expatriates. Moreover, the experiences, skills and knowledge (ESK) of expatriates they obtained during their occupations have no chance be transferred to other employees in their parent companies. …show more content…
Seak & Enderwick adopted the inferential vocabulary "most likely," but did not provide the corresponding evidence to support it. Actually, Andrew & Rhee (2005) argue that a global pathfinder can reduce cost though engaging a manager who is familiar with local environment get in charge of the local market. This previous research can provide support for their perspectives. Seak & Enderwick’s journal appears not rigorous enough since the lack of evidence and using vague