This book investigates the learning and development processes of Western expatriate managers in China. It draws upon expatriate studies, experiential learning theory, and knowledge acquisition literature to propose a model for expatriate learning. The study then evaluates learning outcomes through the lenses of learning style transition, adaptive flexibility, global mind-sets, and managerial tacit knowledge. Ultimately, it aims to enhance understanding of cultural differences and the learning strategies that facilitate adaptation in intercultural business contexts.

This book is positioned as a foundational text for understanding expatriate adaptation and knowledge acquisition in China, appealing to both academic researchers and industry practitioners in international human resource management. Its theoretical framework, combining established learning theories with empirical examination, suggests a rigorous approach to the subject. The focus on practical outcomes like adaptive flexibility and global mind-sets indicates an intent to provide actionable insights for individuals and organizations navigating cross-cultural business environments. The book's contribution lies in its specific examination of the Chinese context, offering a nuanced perspective on the challenges and strategies involved in international assignments.