Nowadays Multinational corporations are more and more widespread, but a problem that they still don t have accomplished is how to have successful employees, and most importantly how to train their employees and make them a useful and successful resource of the their enterprises.
The increase of multinational corporations has led to employees sent in a foreign country to undertake international assignment more than ever before, with estimation that the use of expatriate will continue to increase in the future (Van der Bank & Rothmann, 2006).
Some researchers estimated that around 30% of all expatriates sent to undertake overseas assignments return home prematurely (Kim & Slocum, 2008; Mendenhall, Dunbar, & Oddou, 1987). And failure rates increase further when is considered also employees who return home and leave their company within one year (McGinley, 2008).
One of the major causes attributed to expatriates failure is the inability of these expatriates or their spouses to adapt themselves in the host-country s new environment and different culture (Tung, 1988). Failed adjustment of expatriates leads to high amount of economic and social costs for multinationals corporations. Expatriate failure is defined as the inability of the expatriate to perform effectively the international assignment, with the consequence of being fired or recalled to home (Tung (1982), therefore it is crucial to identify the ways to reduce and eliminate such failures.
The traditional training is the kind of training that brings all expatriates together, forming a group, when they are in-country, and provides them with in-depth skills and knowledge of the complexities and difficulties they have to face in the host culture, which are not covered in the pre-departure training program. In-country training and pre-departure training in its traditional format are different only for the location where the training is held and the depth of the content. One negative aspect of the traditional format is that all expatriates receive the same content.