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I can make it!. Edition No. 1

  • ID: 1916557
  • October 2008
  • 244 Pages
  • VDM Publishing House
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The world's economy still continues to globalise at
rapid progression. However, this leaves organisations
with the challenge of managing their human resources
across cultural boundaries. The retention and
development of internationally competent managers is
critical to globally operating organisations. This
calls for research that can help to more
intelligently managing expatriate assignments. The
purpose of this research project was to elaborate job
performance-critical competencies for German-speaking
expatriate managers working in the Middle East.
Building on findings of competence models which are
assumed to be applicable universalistically, it was
this study’s aim to accommodate cultural factors
influencing job performance. Eight German-speaking
expatriate managers currently working in Egypt
participated in this study. The results have been
categorised according to the ten competencies for
international managers defined by Birchall, Hee, and
Gay (1996). Among these ten competencies, the
following ones have been elaborated as being most
critical to job performance: international
negotiation, cultural empathy, addressing ethical
dilemmas, and working with stakeholders.

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Milan Uhe.
Milan grew up in Berlin and Potsdam. He studied Business
Psychology in Lüneburg and International Human Resource
Management in London. Further important stations in his life have
been France, the U.S., and Egypt. Currently, Milan is working
at an internationally renowned Recruiting Consultancy in Hamburg.

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Note: Product cover images may vary from those shown



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