Business Question

Lessons From a Pioneer: Understanding Bosch’sExpatriate Support System
For the most optimal reading experience we recommend using our website. A
free-to-view version of this content is available by clicking on this link, which
includes an easy-to-navigate-and-search-entry, and may also include videos,
embedded datasets, downloadable datasets, interactive questions, audio
content, and downloadable tables and resources.
Author: Fiona Teresa Koehler, Sophie Hartmann, Matilda Wargh, Ilia Gugenishvili, Maria Ivanova-Gongne,
Sascha Fuerst
Pub. Date: 2024
Product: Sage Business Cases
DOI: https://doi.org/10.4135/9781071940129
Keywords: expatriates, case studies
Disciplines: Human Resource Management (general), Human Resource Management, Business &
Management, Managing Across Cultures, International Business & Management, Cross-Cultural Leadership,
Leadership
Access Date: July 25, 2024
Publisher: SAGE Publications: SAGE Business Cases Originals
Online ISBN: 9781071940129
© 2024 SAGE Publications: SAGE Business Cases Originals All Rights Reserved.
This case was prepared for inclusion in Sage Business Cases primarily as a basis for classroom
discussion or self-study, and is not meant to illustrate either effective or ineffective management styles.
Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly,
educational, or personal use only within your university, and cannot be forwarded outside the university
or used for other commercial purposes.
Sage Business Cases
Sage
© 2024 Fiona Teresa Koehler
The case studies on Sage Business Cases are designed and optimized for online learning. Please
refer to the online version of this case to fully experience any video, data embeds, spreadsheets,
slides, or other resources that may be included.
This content may only be distributed for use within Seneca College.
2024 Sage Publications, Inc. All Rights Reserved
Abstract
This case study explores the support that Bosch provides its employees during expatriate assignments.
Through an interview conducted by the authors of the case study with Roger Eleutheri, an expatriate to
Mexico, three essential factors for a successful expatriation experience are identified, which are
individual, organizational, and contextual. The findings highlight Bosch’s effective support system, which
plays a significant role in facilitating successful expatriations, whether directly or indirectly. However,
companies need to strike a balance in the amount of support they provide, since excessive support can
potentially have negative consequences. The insights gained from this case study offer valuable lessons
for other companies aiming to enhance their own expatriation programs.
Case
Learning Outcomes
By the end of this case study, students should be able to do the following:
• Identify and analyze the key factors for a successful expatriation process, especially in relation to the
support the expatriate should receive.
• Evaluate whether and how companies support or should support expatriates in the host culture.
• Discuss the benefits and challenges of expatriation and how they can be maximized or minimized,
respectively.
• Reflect on one’s own readiness and motivation for expatriation and how to prepare for it.
Page 2 of 17
Lessons From a Pioneer: Understanding Bosch’s Expatriate Support
System
Sage Business Cases
Sage
© 2024 Fiona Teresa Koehler
Introduction
Consider being offered an opportunity to work in another country for several years. You are excited about the
prospects of living and working abroad, exploring unfamiliar cultures, meeting new people, and indulging in
diverse cuisines, but you also realize that relocation involves more than just a career and a professional
change. It is a life-changing decision requiring extensive preparation and reliable support structures.
As globalization continues unabated across the world, the number of people pursuing work opportunities
abroad is rising day by day, putting increased pressure on both the individuals moving to work abroad and the
companies sending them. Recognizing the significance of comprehending and alleviating this pressure, this
case study investigates the experience of Roger Eleutheri, who has been on several expatriate assignments
for Bosch.
An expatriate experience is a long-term assignment of at least one year, most often two to three years, and
can repeat several times during the employee’s employment at a particular company (Mello et al., 2023), which
was the case for Eleutheri. Focusing specifically on Bosch Mexico, the study answers the following question:
How does Bosch Mexico contribute to successful intercultural exchanges through expatriates and minimize
the potential risks for expatriate failure? By examining Eleutheri’s journey, challenges, and coping
mechanisms, as well as secondary data from Bosch’s website, valuable insights can be gained into the
strategies employed by Eleutheri and the support he received from Bosch and other actors to ensure
successful expatriation.
Eleutheri, currently serving as the manager of the Bosch site in Guadalajara, Mexico, has had some
remarkable international experiences. Prior to his assignment in Guadalajara, he worked for Bosch in Mexico
City and Brazil, spending approximately three years in both locations. Eleutheri also had an expatriate
experience in the United Kingdom for three years with another company prior to joining Bosch. Successful
international assignments, such as Eleutheri’s, may lead to a person further re-expatriating and pursuing a
global career (Mello et al., 2023). Eleutheri’s passion for travel and cultural immersion is deeply ingrained,
having acquired his first taste of the expatriate lifestyle during his university years, which infected him with an
insatiable desire to see more of the world. He said:
Page 3 of 17
Lessons From a Pioneer: Understanding Bosch’s Expatriate Support
System
Sage
Sage Business Cases
© 2024 Fiona Teresa Koehler
This leads to a certain internationality. The way you are thinking … and it is a little bit of a virus, you
know. It’s like this mindset … and you get to know different cultures and food and people. And in my
case, I really started to like it a lot.
Despite his love for adventure, Eleutheri’s current family commitments have temporarily halted his
explorations. To accommodate his responsibilities to his wife and children, he has reached an agreement with
Bosch to remain in Guadalajara until his children grow older. Nevertheless, in a few years’ time, he anticipates
embarking on a new journey, seeking fresh experiences, and embracing the thrill of another adventure.
Bosch as a Global Actor
Bosch’s global success was not an overnight accomplishment. In 1886, the young engineer Robert Bosch
founded a company, Workshop for Precision Mechanics and Electrical Engineering, in Stuttgart, Germany
(Bosch, n.d.-g). What began as a small workshop with just a few associates quickly developed into a global
company. Today, Bosch stands as the foremost international technology and services company, with 402,600
employees, including over 2,000 expatriates each year, from 150 different nationalities across more than 60
countries (Bosch, n.d.-c). The company operates in four different business sectors: mobility solutions,
industrial technology, consumer goods, and energy and building technology. Its diverse range of products
encompasses drilling machines, kitchen appliances, smart home solutions, software, and car parts for
suppliers. Notably, Bosch achieved sales of EUR 78.7 billion in the 2021 fiscal year, exemplifying its successful
global strategy (Bosch, n.d.-b).
The development of Bosch into its current status as a global player can be attributed to the following three key
factors: its high level of innovativeness, its early internationalization, and the founder’s strong commitment to
social responsibility (Barmeyer & Davoine, 2011).
Innovation is explicitly acknowledged as a key strength in the company’s mission statement. One notable
invention by Bosch was the spark plug, introduced in 1901 under the guidance of the chief engineer at that
time.
The success of this innovation quickly became evident when Bosch secured orders from the United States
valued at over a million dollars, allowing the company to penetrate the largest market of that era (Bosch, n.d.f). Nowadays, Bosch continues to demonstrate its commitment to innovation, maintaining a substantial
Page 4 of 17
Lessons From a Pioneer: Understanding Bosch’s Expatriate Support
System
Sage Business Cases
Sage
© 2024 Fiona Teresa Koehler
research and development division and an extensive portfolio of registered patents across multiple countries
(Bosch, n.d.-e).
Bosch’s early internationalization stands as another significant factor that has shaped the company’s
development and contributed to its present-day stature. Recognizing the limitations of the domestic market,
Robert Bosch quickly understood the necessity to pursue an internationalization strategy. Even prior to WWI,
Bosch was generating nearly 90% of its sales from markets outside Germany. The company continued its
internationalization efforts after the war (Bosch, n.d.-f). This commitment to global expansion remains a core
element of Bosch’s identity. In its current mission statement, the company cites its “global presence” as one
of its key strengths (Bosch, n.d.-b).
Another crucial factor that has influenced the development of the company is its founder’s strong commitment
to social responsibility. Robert Bosch consistently prioritized the empowerment of his employees, ensuring
they could fully realize their potential. He actively improved working and living conditions, which earned him
the reputation of being a paternal figure among his employees (Bosch, n.d.-a).
All these factors have led to Bosch’s global prominence. Together with this internationalization, expatriation
became essential for Bosch’s success. The company’s mission statement emphasizes its appreciation for and
encouragement of diversity, which it considers to be crucial for its achievements (Bosch, n.d.-b). Whereas in
the early 1990s, only around 300 associates, most of whom were managers, undertook foreign assignments
lasting over 18 months (Barmeyer & Davoine, 2011), Bosch now reports on its website having more than 2,200
expatriate employees annually (Bosch, n.d.-c). With employees from over 150 nations, intercultural
competencies are in high demand at Bosch. Bosch tries to “strengthen international collaboration and make
use of our cultural diversity in an inclusive environment” by not only offering the possibility of expatriation but
by also building up associate networks such as afric@bosch, for Bosch abroad, and TürkishForum Bosch.
These offer interested associates a platform, the so-called “World Roulette,” where they can get to know each
other to expand their international networks and broaden their horizons. Furthermore, Bosch offers diverse
seminars on internationality, global cooperation, and culture (Bosch, n.d.-c).
Since Bosch operates in approximately 60 countries, understanding cross-cultural communication is essential
for its operations. Among these countries is Mexico, where Bosch has been present since 1955 (Bosch, n.d.d). Mexico is the host to almost 2,100 companies from Germany (Federal Foreign Office, 2023) and a
promising market for the automotive and machinery industry (Bosch, n.d.-d). In terms of culture, however,
Page 5 of 17
Lessons From a Pioneer: Understanding Bosch’s Expatriate Support
System
Sage Business Cases
Sage
© 2024 Fiona Teresa Koehler
Mexico is drastically different from Germany, making it potentially more difficult for expatriates to adapt and
integrate there. The following are among the core differences, according to Lewis (2018) and Meyer (2014):
• Style of communication. While Germans have a more direct style of communication, including when
it comes to giving negative feedback, Mexicans prefer a more high-context, indirect style of
communication, often requiring someone to read between the lines. Mexicans are also more prone
to avoiding confrontation than Germans.
• Focus on relationships vs. tasks. Mexico is known for its relationship-based culture, where it is crucial
to build personal connections for business. Germany, on the other hand, is more task oriented, and
the evaluation of individuals is mostly done based on their achievements rather than their personal
connections.
• Time and space perception. How we perceive time is crucial in cross-cultural communication. Mexico
adheres to flexible time, whereby punctuality is not a must and life is not strictly scheduled, as is the
case, for instance, in Germany, where people adhere to linear time. This may result in a mismatch of
expectations that could lead to Mexican employees being viewed negatively by their German
counterparts. In terms of space perception, Mexico is a highly tactile culture, while Germans may
need a little more personal space.
• Leadership style. In Mexico, senior managers have an autocratic style, and respect and obedience
from subordinates is expected. As a result, a certain hierarchy between leaders and subordinates can
potentially be created. Decisions come from above. Germany, on the other hand, is somewhat more
egalitarian, while still preserving a strong hierarchical relationship between employees.
Given its size, Bosch requires routines to effectively integrate expatriates into both the company and their new
cultural surroundings. However, it is essential to investigate whether such practices are in place and how they
impact the overall experience of expatriates. Specifically, we need to understand what measures Bosch
undertakes to ensure the highest level of success for expatriates while simultaneously minimizing the potential
risks of assignment failure.
Page 6 of 17
Lessons From a Pioneer: Understanding Bosch’s Expatriate Support
System
Sage Business Cases
Sage
© 2024 Fiona Teresa Koehler
Success Factors for Expatriation: The Importance of
Support
To identify the key success factors in expatriation, as well as the various sources of support, an interview was
conducted with Eleutheri, the manager of Bosch Guadalajara. From this interview, three primary success
factors surfaced, encompassing individual, organization, and contextual aspects. The focus was also on the
three domains of social support outlined by Van der Laken et al. (2019), which are essential for expatriate
success (see Figure 1).
Figure 1. An Explanatory Framework of the Relationship Between Social Support and
Expatriate Success Criteria, Building on Social Capital, Social Exchange, and Uncertainty
Management Theories (Van der Laken et al., 2019)
Page 7 of 17
Lessons From a Pioneer: Understanding Bosch’s Expatriate Support
System
Sage
Sage Business Cases
© 2024 Fiona Teresa Koehler
Individual Factors
Individual factors directly or indirectly relate to a specific person and either facilitate or impede their expatriation
process. These include individual characteristics, such as personality traits; cognitive, emotional, and cultural
abilities; personal motivation; social skills; stress management; and cross-cultural adjustment skills (Canhilal
et al., 2015). These aspects can only be influenced by a company indirectly and to a limited extent. For
example, although a company can offer seminars or workshops on stress management strategies to aid
individuals in coping with such situations, a person’s natural response to stress may vary.
Social skills can be learned to some extent, although they are also influenced by a person’s inherent
disposition, such as whether they tend to be more introverted or extroverted. While an organization can provide
support in this area, complete control over soft individual factors remains elusive, regardless of the measures
implemented. In the case of the interviewee, Eleutheri, his experiences of traveling and working abroad have
instilled in him a sense of internationality, which he fondly refers to as a “virus.” According to him, this
immersion in different cultures, cuisines, and societies has transformed his mindset. In the following, he
explains that an essential quality for an expatriate is openness, a characteristic he undeniably possesses:
You should have a little bit of openness. I have always kept it open in terms of including different
countries, different regions. … You can imagine: preference one – going there, preference two –
going there, preference three – going there, and then there are some no-goes. And in this framework
… and keeping in mind that Bosch basically has operations all over the world … in the vast majority
of the cases, an agreement is found, you know.
When Eleutheri received an offer for another expatriate assignment at his previous company, he eagerly
embraced the opportunity. This time, the assignment took him to the United States for six months. Each of his
experiences abroad had influenced his mindset. After completing that assignment, he was relocated to the
United Kingdom, where he worked for five years for the company, which was subsequently acquired by Bosch.
Seeking a change, he accepted a position offered by Bosch in Brazil and spent three fulfilling years there
before eventually relocating to Mexico in 2015, where he has resided ever since. While he has enjoyed his
nomadic lifestyle, Eleutheri currently yearns for a touch of stability. Nonetheless, this does not mean that he
will not be open to relocating again at some point in the future. Eleutheri notes that his stress levels have not
been directly affected by relocating to different countries. Having resided in Latin America for an extended
period, he has grown accustomed to the differences between Brazil, Chile, and Mexico and adapted to the
distinct aspects of life in Latin America, which differ from his native Switzerland. Instead, he attributes
Page 8 of 17
Lessons From a Pioneer: Understanding Bosch’s Expatriate Support
System
Sage Business Cases
Sage
© 2024 Fiona Teresa Koehler
fluctuations in stress levels primarily to career-related pressures and challenges in maintaining a healthy work–
life balance.
I mean, my stress level has not changed because of living in a different country. … I have been living
ten years in Latin America now, and I am quite used to it, but this does not mean that I do not have
stress. I mean, stress or tension can arise from pressure at work, from your work–life balance, you
know. When you are abroad, it also depends a lot on if you are married, what your wife or partner is
doing, you know. Also, if you are sent abroad, then you are busy; your mind is occupied with your
job. But if your partner is not able to work …
The same concept applies to the hard individual factors that encompass the social environment of an
individual, including those such as leadership style at the workplace and various domains of support, such as
that from one’s spouse, peers, and family in a more personal setting. While a company can indirectly influence
these factors, it cannot directly alter the inherent conditions. Living in Brazil posed challenges for Eleutheri
and his spouse, particularly since she had been unable to obtain a work permit. With no job, friends, or family
in the area, Eleutheri’s wife was unable to occupy her time during Roger’s working hours. Although Bosch
could not assist in obtaining a work permit for Eleutheri’s spouse, due to Brazil’s strict immigration policies,
the company did offer her language courses and cultural training. Once their first child was born, the situation
improved, as this provided his wife with a fulfilling occupation.
As Eleutheri’s wife originated from Latin America, and their three children were born and are being raised
there, adapting to life in Mexico has posed few challenges. Nonetheless, before having a family, Eleutheri had
only focused on himself and his career, having full flexibility in terms of traveling and relocating, whereas
nowadays, more factors need to be taken into consideration. He thinks that a person’s family situation can be
a limiting factor, making others turn down offers for expatriate assignments.
Organizational Factors
The second factor that emerged as influential in the success of expatriates is organizational factors and the
work domain of support. These include strategic and managerial decisions that are heavily influenced by a
company’s corporate culture and everyday operations. The issues identified encompass various aspects
important to the success of expatriates, including recruitment and selection, cross-cultural skills training and
development, support for expatriates and their families, job performance appraisal, compensation, career
Page 9 of 17
Lessons From a Pioneer: Understanding Bosch’s Expatriate Support
System
Sage Business Cases
Sage
© 2024 Fiona Teresa Koehler
management, and even repatriation. These factors collectively play a vital role in ensuring a positive and
effective expatriate experience (Canhilal et al., 2015).
According to Eleutheri, relocation is always a mutual agreement between Bosch and its employees. It is an
ongoing dialogue that takes into account employees’ perspectives and preferences. This fosters transparency
between the parties, ultimately ensuring mutual understanding and the alignment of goals. Bosch supports
expatriates’ family members too. This support includes providing language courses and cultural and security
training. Eleutheri believes this kind of support is crucial to make sure expatriates’ and their families’ stay
abroad is smooth.
Eleutheri acknowledges he had certain advantages during the selection process. These included his extensive
experience in working for Bosch and living and working abroad in general. Additionally, his successful
completion of multiple expatriate assignments and possession of certain personality traits made him an ideal
fit for such roles. These factors indicated that he would be significantly less likely to prematurely terminate his
foreign assignment compared to individuals with limited or no experience in expatriation.
Contextual Factors
The final category of factors that plays a decisive role in whether an expatriation is going to be successful or
not consists of the so-called contextual factors (Canhilal et al., 2015). Within this category, two significant
concepts come into play, namely cultural distance and psychic distance. Cultural distance refers to differences
in cultural values between the home country and host country that can impact the performance of the
expatriate (Sousa & Bradley, 2008). On the other hand, psychic distance refers to an individual’s perception
of those differences and how they may affect their overall experience.
Although the organization cannot directly influence cultural distance, it can potentially contribute to the
reduction of psychic distance through targeted training initiatives. Eleutheri has observed cultural differences
while working in Latin America. He also believes that the perception of similarities and differences can vary
depending on whether individuals are in their home country or host country. According to Eleutheri, when
people from culturally close home countries gather in a culturally distant country such as Mexico, they tend to
acknowledge more similarities among themselves. Conversely, if they were to gather in one of their culturally
close home countries, they would likely notice more differences between them. Eleutheri has personally
Page 10 of 17
Lessons From a Pioneer: Understanding Bosch’s Expatriate Support
System
Sage Business Cases
Sage
© 2024 Fiona Teresa Koehler
experienced that when people come together in a culturally distant country, they instinctively seek common
ground, fostering a sense of belonging.
If you meet with Swiss people in Mexico, you get together and feel a sense of belonging together.
You look for what you have in common; you don’t look for the differences. Here, we have a group;
we go for lunch every month. It is a German-speaking group of executives—Germans, Austrians,
and Swiss—and we meet and exchange our views on how life is in Mexico. And we obviously say,
“Ah, we have similar experiences; we feel the same, etc.” But if we met at home, then we would
probably notice that we have a lot of differences.
For multinational companies, the key lies in optimizing organizational factors to indirectly influence personal
and contextual factors. Doing so can result in substantially higher perceived organizational support, which
reflects employees’ overall beliefs about whether their organizations appreciate their contributions and care
about their well-being (Takeuchi et al., 2009). Bosch appears to adopt a holistic approach in its practices.
However, there is a potential risk that, even with sufficient support in place, expatriates may still perceive that
they are not being adequately supported.
It is important to note that organizations should exercise caution when providing support to expatriates.
Excessive support can potentially have a negative impact on expatriates’ willingness to engage with the host
culture and effectively handle the challenges that may arise (Mao & Shen, 2015). Past studies have indicated
that when organizations provide extensive expatriation networks and mentoring programs, for instance,
expatriates are less inclined to make personal efforts to seek cultural guidance and adjustment support from
host-country nationals (Chen et al., 2010; Farh et al., 2010; Shen, 2010). Consequently, this might restrict their
opportunities to immerse themselves in the local culture and develop meaningful relationships with individuals
from the host country (Mao & Shen, 2015). Eleutheri prioritized socializing outside the confines of the work
environment, saying:
I mean, I, by definition, do not socialize a lot with my staff because I do not mix work with private life.
Usually—I am not saying never, but usually—in my position in leadership and executive positions, I
am the boss of these people…. And I would not play favorites and socializing with some of them….
And that is why I try to avoid this. … I have always had the opportunity to know other people that are not
working for the same company.
Page 11 of 17
Lessons From a Pioneer: Understanding Bosch’s Expatriate Support
System
Sage
Sage Business Cases
© 2024 Fiona Teresa Koehler
While, for Eleutheri, it does not seem to create any problems, a lack of socialization with locals may be
problematic because having contact with host-country nationals might be beneficial for expatriates, since it
facilitates knowledge transfer. Knowledge transfer in this context refers to “the transmission and receipt of
knowledge by an expatriate and a host-country national […] that affects the experience (knowledge and skills)
of another in bi-directional ways” (Ismail, 2015, p. 2). This offers, among other advantages, the opportunity to
learn about managerial values and decision styles, and thus could increase job satisfaction, managerial
success, and organizational efficiency (Ali et al., 1995).
Eleutheri explained that Bosch does not have an expat network. It appears that even if Bosch provided an
expat network, Eleutheri would not take this offer for several reasons. It is important to him not to mix his
private life with his work life. Also, since he is in a leadership and executive position, he prefers to avoid the
situation of playing favorites. Eleutheri says that he does not feel the necessity to create friendships with
colleagues because he has always had the opportunity to do so with people who are not working for the same
company as he does. This was different, though, when he was living in Brazil, where he also met up with
German-speaking colleagues working at Bosch. In turn, his network in Mexico has mainly been established in
connection to his children’s school. They attend a German school in Guadalajara, where he naturally got to
know other German-speaking parents with whom he started relating. This is why, in his case, he refers to the
school environment as his networking environment. Eleutheri also states that networking will be different if the
expatriate does not have children. He does not have too much contact with locals, and it seems as if the same
goes for other expatriates too. He said:
If you have children, your local network will probably be mainly from your children’s school. This is
where you meet all the people, and if you … for example, in my case, my children are going to a
German school here in Guadalajara. So naturally, you get to know other German-speaking parents.
You start somehow relating. And then the Indians here, they send their kids to the American school,
and I think that there, they also find, from other companies, international people. You can say that
the school environment is a networking environment—if you have children. If you are without children,
it will be different.
Because Bosch does not have an expat network, employees usually organize get-togethers, creating their
own networks. It appears that many of the expatriates working for Bosch Mexico stay within a group of people
culturally close to them. There may be several potential reasons for not mingling with locals but sticking with
people culturally close to oneself. In some cases, this might be because people feel more comfortable around
others who are culturally closer to them. Such a network could serve as a support system whereby expatriates
Page 12 of 17
Lessons From a Pioneer: Understanding Bosch’s Expatriate Support
System
Sage Business Cases
Sage
© 2024 Fiona Teresa Koehler
help each other to get to know the culture and deal with difficulties. In Eleutheri’s case, it is a reasonable
assumption to think that due to his cosmopolitanism, he does not feel the urge to get to know locals and spend
time with them. Maybe he also does not feel like completely integrating into the Mexican culture because he
is more of a cosmopolitan citizen of the world. This nonetheless does not mean that he is not open to his host
country, its people, or its culture.
Discussion and Conclusions
Eleutheri’s experience serves as an illustration of how individual factors and various domains of support, such
as community, family, and work, can help an expatriate when relocating to a new host country. One key aspect
that contributed to his smooth transition was his pre-existing familiarity with Latin American culture, having
lived in Brazil and other places beforehand as well as having a wife with a Latin American background, which
alleviated the pressure of adapting to a new cultural environment. This advantage may have played a role in
his selection by the company over other candidates. However, it is worth considering that Eleutheri’s
managerial role at Bosch could have influenced his experiences. The nature of his work position may have
impacted his willingness to address potential challenges related to expatriation at Bosch. Thus, the
experiences and information shared may vary for individuals occupying different positions within the company.
In addition, expatriation does not stop abroad, and support from the company may be needed during the
repatriation process. It is conceivable that Eleutheri has become so acclimated to Latin America that
readjusting to his home country’s culture could pose challenges. Eleutheri himself acknowledges feeling quite
international at this point, raising the question of potential challenges if he were to return to Switzerland.
Furthermore, conducting an interview with someone who has already repatriated would be valuable in
assessing the effectiveness of the support provided by Bosch for repatriates. Future research could also delve
into the differences between preparing an expatriate for their assignment and preparing a repatriate for their
return home after the assignment.
Another factor that likely contributed to Eleutheri’s positive experience in Guadalajara, aside from his
cosmopolitan nature and previous familiarity with Latin America, is his connection with a network of German
speakers in the city. This aspect may have facilitated his adjustment to the new environment. Without this
German-speaking community, Eleutheri could have faced greater challenges in terms of a sense of belonging,
as he would have had fewer people with whom he shared similarities and his mother tongue. Thus, these
Page 13 of 17
Lessons From a Pioneer: Understanding Bosch’s Expatriate Support
System
Sage Business Cases
Sage
© 2024 Fiona Teresa Koehler
experiences could have been different for someone without a community available to provide a similar sense
of familiarity and support.
Eleutheri’s successful adjustment could be attributed to another possible factor, which is coming from a
multicultural country. Growing up in such an environment may have fostered his understanding and respect
for different cultures from a young age. Our choice to study expatriation at Bosch through Eleutheri, who
possesses a natural curiosity to explore the world and is already familiar with the expatriate way of life,
provided us with insights from a contented expatriate. It is worth noting that the responses may have differed
had we interviewed a first-time expatriate. Additionally, the fact that Eleutheri received the expatriate
assignment within a company for which he had already been working for a considerable amount of time could
have contributed to a smoother transition. If both the host country’s culture and the organizational culture were
entirely new, the adjustment phase might have been more challenging and potentially more stressful.
Practical Implications of Managing Cross-Cultural
Challenges
Based on the case discussed, it appears that this expatriate assignment and the company involved are an
ideal match. One assumption that can be drawn from this is that when companies seek individuals for
expatriate assignments, they should prioritize open-minded individuals willing to embrace international
experiences. This is important because expatriation success largely depends on individual and contextual
factors, and the company’s direct influence is limited.
Another aspect to consider is that companies should exercise caution when providing excessive assistance
to expatriates for their adjustment to a new country, as this approach could potentially backfire. For instance,
if the company organizes exclusive get-togethers for expatriates, it may inadvertently foster a situation
whereby expatriates primarily socialize with fellow expatriates or individuals from their home country. In
Eleutheri’s case, he was able to expand his network by connecting with other German-speaking expatriates
from different companies through his children’s school. Instead of directly organizing expatriate-focused
events, a company could indirectly support expatriates by offering language courses and resources,
encouraging them to seek out companionship on their own. In this way, expatriates are more likely to actively
engage with locals or connect with compatriots from different organizations, fostering authentic and meaningful
connections.
Page 14 of 17
Lessons From a Pioneer: Understanding Bosch’s Expatriate Support
System
Sage Business Cases
Sage
© 2024 Fiona Teresa Koehler
In addition to considering candidates with an open mindset and avoiding excessive assistance, a company
seeking to facilitate expatriate experiences should also consider the cultural proximity between the candidate
and the host country. Selecting a candidate who shares some cultural similarities with the destination country
can greatly facilitate their adjustment process. This aspect is beyond the company’s control and cannot be
changed through training, which is why it should be considered during the recruitment process.
Although companies cannot directly influence the cultural distance between individuals, they can still promote
cultural exchange and understanding. Creating platforms through which employees from different countries
can interact and engage in discussions can broaden their horizons and foster connections with people from
diverse backgrounds working within the same organization. This indirect approach can encourage employees
to be open to new cultures and connections, further facilitating their expatriate experiences.
Discussion Questions
1. What factors influence expatriation success, and how do they apply in Eleutheri’s case?
2. What role does the company play in supporting its expatriates, and to what extent has Bosch
supported Eleutheri during his expatriate assignment?
3. What are some of the benefits and challenges of expatriation that Eleutheri has experienced, and
what are the possible future challenges in the case of his repatriation?
4. What are the potential factors that can either facilitate or impede personal success in an expatriation
assignment?
Further Reading
Baruch, Y., Altman, Y., & Tung, R. L. (2016). Career mobility in a global era: Advances in managing expatriation
and repatriation. Academy of Management Annals, 10(1), 841–889.
O’Donohue, W., Hutchings, K., & Hansen, S. D. (2018). Psychological contracts: Enhancing understanding of
the expatriation experience. The International Journal of Human Resource Management, 29(8), 1379–1401.
Shortland, S. (2016). The purpose of expatriation: Why women undertake international assignments. Human
Resource Management, 55(4), 655–678.
Page 15 of 17
Lessons From a Pioneer: Understanding Bosch’s Expatriate Support
System
Sage Business Cases
Sage
© 2024 Fiona Teresa Koehler
References
Ali, A. J., Azim, A. A., & Krishnan, K. S. (1995). Expatriates and host country nationals: Managerial values and
decision styles. Leadership & Organization Development Journal, 16(6), 27–34.
Barmeyer, C., & Davoine, E. (2011). Unternehmenskultur und interkulturelle Personalentwicklung in der
internationalen Unternehmung–Das Beispiel der Bosch-Gruppe. In C. Barneyer & E. Davoine (Eds.),
Fallstudien Zum Internationalen Management: Grundlagen–Praxiserfahrungen–Perspektiven (pp. 769–786).
Berlin, Germany: Springer.
Bosch. (n.d.-a). “Associates”—Not wage earners. Retrieved February 6, 2023, from www.bosch.com/stories/
robert-bosch-the-employer/
Bosch. (n.d.-b). Company overview. Retrieved February 6, 2023, from www.bosch.com/company/
Bosch. (n.d.-c). Diversity, equity and inclusion at Bosch. Retrieved February 6, 2023, from www.bosch.com/
careers/diversity/
Bosch.
(n.d.-d).
Factsheet:
Bosch
in
Mexico.
Retrieved August
6,
2023,
from
www.bosch-
February
6,
2023,
presse.de/pressportal/de/en/press-release-146373.html
Bosch.
(n.d.-e).
Innovations,
patents,
and
licenses.
Retrieved
from
www.bosch.com/licenses-and-patents/
Bosch. (n.d.-f). Internationalization strategy after the first world war. Retrieved February 6, 2023, from
www.bosch.com/stories/internationalization-strategy-after-first-world-war/
Bosch. (n.d.-g). The beginnings 1886-1905. Retrieved February 6, 2023, from www.bosch.com/stories/ 18861905-from-first-workshop-to-factory/
Canhilal, S. K., Shemueli, R. G., & Dolan, S. (2015). Antecedent factors for success in international
assignments: The case of expatriates in Peru. Journal of Global Mobility, 3(4), 378–396.
Chen, G., Kirkman, B. L., Kim, K., Farh, C. I., & Tangirala, S. (2010). When does cross-cultural motivation
enhance expatriate effectiveness? A multilevel investigation of the moderating roles of subsidiary support and
cultural distance. Academy of Management Journal, 53(5), 1110–1130.
Page 16 of 17
Lessons From a Pioneer: Understanding Bosch’s Expatriate Support
System
Sage Business Cases
Sage
© 2024 Fiona Teresa Koehler
Farh, C. I., Bartol, K. M., Shapiro, D. L., & Shin, J. (2010). Networking abroad: A process model of how
expatriates form support ties to facilitate adjustment. Academy of Management Review, 35(3), 434–454.
Federal Foreign Office. (2023). Germany and Mexico: Bilateral relationships. Retrieved August 6, 2023, from
www.auswaertiges-amt.de/en/aussenpolitik/laenderinformationen/mexiko-node/mexico/229450
Ismail, M. (2015). Conceptualizing knowledge transfer between expatriates and host country nationals: The
mediating effect of social capital. Cogent Business & Management, 2(1), 1101803.
Lewis, R. (2018). When cultures collide: Leading across cultures. Nicholas Brealey International.
Mao, J., & Shen, Y. (2015). Cultural identity change in expatriates: A social network perspective. Human
Relations, 68(10), 1533–1556.
Mello, R., Suutari, V., & Dickmann, M. (2023). Taking stock of expatriates’ career success after international
assignments: A review and future research agenda. Human Resource Management Review, 33(1), 100913.
Meyer, E. (2014). The culture map: Breaking through the invisible boundaries of global business. Public Affairs.
Shen, Y. (2010). Expatriates’ developmental networks: A person-network fit perspective. Academy of
Management Proceedings, 2010(1), 1–6.
Sousa, C. M., & Bradley, F. (2008). Cultural distance and psychic distance: Refinements in conceptualisation
and measurement. Journal of Marketing Management, 24(5–6), 467–488.
Takeuchi, R., Wang, M., Marinova, S. V., & Yao, X. (2009). Role of domain-specific facets of perceived
organizational support during expatriation and implications for performance. Organization Science, 20(3),
621–634.
Van der Laken, P. A., Van Engen, M. L., Van Veldhoven, M. J. P. M., & Paauwe, J. (2019). Fostering expatriate
success: A meta-analysis of the differential benefits of social support. Human Resource Management Review,
29(4), 100679.
https://doi.org/10.4135/9781071940129
Page 17 of 17
Lessons From a Pioneer: Understanding Bosch’s Expatriate Support
System
HRM822 Human Resources Planning and Development Written
and Video Assignment #3 (Individual) – 15%
Part A
Written Assignment #3 is an individual assignment. The focus is to explore international human
resources from the lens of an expatriate. Human Resources plays a critical role in supporting
international assignments in global organizations. The case provides students with a relevant
scenario of how such assignments unfold. In this case, students should draw on learnings
covered in the text on Strategic International HRM – Chapter 11 and all course content to link all
aspects of human resources planning and development to this topic.
Case Study
Read the below case study and follow the assignment guidelines below to answer the case
study questions:
Sage Business Case – Lessons From a Pioneer: Understanding Bosch’s Expatriate Support System
Assignment Guidelines
• A title page with at least: assignment title, student name, course code and date.
•
•
No more than 7 pages double-spaced (Arial font, size 12). Focus on quality, not quantity.
All questions and analysis are to be covered in the report and tied back to concepts, theories,
and processes covered in the course and/or the case.
•
This is a professional paper submission which should be organized, well formatted and free
of grammar and spelling errors. Clearly separate paragraphs for each question.
•
An executive summary is NOT required, but you should have a clear introduction, response
to the four questions (do not include the questions in the paper) and a conclusion.
•
•
Use at least three (3) different research sources. The case study itself can be one resource.
All work must be in your own words and/or cited with any references made with in-text
citations and a reference page provided (APA or MLA citing).
•
Refer to the rubric provided for this assignment.
Questions and Analysis (the same as listed in the case)
1. What factors influence expatriation success, and how do they apply in Eleutheri’s case?
2. What role does the company play in supporting its expatriates, and to what extent has Bosch
supported Eleutheri during his expatriate assignment?
3. What are some of the benefits and challenges of expatriation that Eleutheri has experienced,
and what are the possible future challenges in the case of his repatriation?
4. What are the potential factors that can either facilitate or impede personal success in an
expatriation assignment?
Resources:
All resources must be cited correctly. Use your own words.
Part B
Video Presentation #3 – Individual Reflection
This is an individual course reflection. This video presentation is intended to give students an
opportunity to reflect on the experiences and learnings in this course. It should demonstrate how
the student has gained a new understanding and insight into the strategic role of the human
resources professional. Students should use the course content from any of the textbook chapters
and beyond to support their own findings and thoughts on human resources planning and
development.
Video Presentation Guidelines:
1. Prepare a 5-minute (maximum) video with visuals and audio.
2. This is an individual reflection presentation, and it is expected you have your camera on.
3. Use whatever software you are most comfortable with to record your video (not your
phone!) as you would for a submission in the workplace (Microsoft Teams, Zoom, Adobe
Express etc.)
4. The video should be organized, well-formatted with audio and visuals clear. Always think
of the person reviewing the video, have a consistent flow.
5. Recordings and visuals should use professional Business English with proper formatting,
grammar, and spelling.
6. Please use the Video Presentation cover page provided to upload your assignment via
Blackboard. Be sure that the link to the video has been set to share or made public (i.e.
YouTube).
7. All reflection questions are to be covered in the video and tied back to concepts, theories,
and processes in the course content.
8. All work must be in your own words and/or cited with references provided in a reference
slide formatted in APA or MLA. If you need assistance with this utilize the library resources
provided in this document. The expectation is that you will be referencing course content to
link back to the strategic role of human resources in planning and development.
9. Refer to the rubric provided for this presentation.
1
Questions, Analysis and Scenario
1. Identify three main themes from the course that have impacted your understanding and
learning of human resources planning and development. You must provide rationale on why
for each one.
2. How did these themes help you understand the strategic nature of Human Resources?
3. You can organize this video presentation in any manner you choose to be able to
demonstrate a deep understanding of the critical role of human resources in an organization’s
strategic planning. Get creative!
Resources:
All resources must be cited correctly. Use your own words.
HRM822 Human Resources Planning and Development Written
Assignment #3 (Individual) Rubric – 15%
Review requirements within the Individual Written Assignment #3 document.
Written Assignment #3 Marking Scheme (worth 15%)
Marks
Assignment Cover Page with required information
1
• Project title, student name , course code and date.
Formatting and Clarity
• Professionally presented paper that is clearly written and formatted with a focus on international human
resources management.
• Written in Arial font size 12 with double spacing.
• Professional business vocabulary, punctuation, proper sentences, grammar, and spelling.
• Separate paragraphs or section for each question/analysis.
• Logical flow with consistent key concepts.
2
Content
• Clear and concise introduction is at the beginning of the assignment.
• Human Resources strategic role in international placements clearly defined and supported throughout.
• Concrete and specific logical conclusion is at the end of the assignment, making connects to the course
content.
2
Case Study Questions (4 answers worth 2 marks each)
• Answers to each of the questions involves critical thinking that integrate concepts and terminology from
the HRM822 course with supporting evidence.
• A clear understanding of the topics demonstrated with no factual errors.
8
References
• All research and work, where applicable, have in-text citations and references.
• References page included in written submission.
• At least three (3) different and applicable research sources included.
2
Exceeding the 7-page maximum
(-) 1
TOTAL MARKS
15
1
HRM822 Human Resources Planning and Development Video
Presentation #3 (Individual) Rubric – 10%
Review requirements within the Video Presentation #3 (Individual) document.
Video Presentation #3 Marking Scheme (worth 10%)
Video Presentation Cover Page and Title Slide with required information
Marks
1
• Project title, student name, course code and date.
Video organization, Formatting and Clarity
• Video presentation has a logical flow consistent with key concepts with appropriate visuals to guide.
• Proper formatting including fonts, professional business vocabulary and visuals, punctuation,
grammar, and spelling.
•
•
1
Visual and presentation that includes each of the three themes from the course.
Presenter has video on, speaking clearly, appropriate body language with consistent video sound.
Content
• Answers to each of the questions or analysis assigned involve critical thinking that integrate concepts
and terminology from the HRM822 course with supporting evidence.
• An introduction to video is professional and clearly sets up the content.
• Three (3) distinct themes are outlined as key learnings in the course that impacted the students
understanding of human resources planning and development.
• For each theme the rationale is clear why it impacted the student with relevant course content
references.
• A clear understanding of the topics demonstrated with no factual errors.
• A logical conclusion made at the end that ties in the themes and strategic nature of human resources
and course learnings.
5
Strategic nature of Human Resources reflection
• Is this done in a thoughtful professional way?
• Has it brought together the themes presented and linked to the course content?
2
References
• All research and work, where applicable, have in-text citations and references.
• References page included in video visuals.
1
Exceeding the 5-minute video maximum
(-) 1
TOTAL MARKS
10