Entry shock, culture shock: Socializing the new breed of global managers
基于459名国际商务硕士毕业生的调查数据，研究新入行者在前几份工作中面临的入职冲击与文化冲击，并提出组织策略以更有效地培养全球经理人。
Abstract Recent graduates in the field of international business face not only the entry shock of making the transition from school to work, but also the culture shock of working in foreign countries or with joint ventures and foreign subsidiaries. Using survey data collected from 459 recent recipients of masters degrees in international business, this article explores the special problems new entrants into the field of international business face in their first few jobs and suggests organizational strategies for more effectively socializing these new global managers. © 1993 by John Wiley & Sons, Inc.