The main aim of this study is to conduct an in-depth analysis of culture shock, which it does by exploring the experiences of Indian expatriates in the UK. Moreover, it seeks to understand the grounds for culture shock in the first place and whether global mobility programmes have helped alleviate it. This research contributes to the literature by examining how national cultural differences between the two countries, India and the UK, impact organisational culture and practices, making it harder for Indian employees to transition into the British environment. To do this, a qualitative approach has been employed, and semi-structured interviews were carried out with ten Indian expatriates currently on a work assignment in the UK.
The findings indicate that a dearth of organisational support, extroversion, adaptability, interpersonal skills, and affective, behavioural, and cognitive factors are the root cause of culture shock in expatriates. Based on the results, this dissertation argues that macro-level disparities like collectivism in India, differences in power distance, and indulgence in the UK, as identified through Hofstede’s model, all translate to unique office cultures. These include team working and, rigid social hierarchy in Indian firms and self-accountability, and short-term orientation in British companies, all of which create impediments for Indian assignees to adjust in the UK.
The research also depicts that mobility programmes have been partially useful in expatriation as support services are limited to those in senior positions and concludes with recommendations on how organisational assistance can be improved through implementing cross-cultural training, settling-in services, and a feedback system.
06 91´óÉñ 2024