Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Hostname: page-component-586b7cd67f-t7czq Total loading time: 0 Render date: 2024-12-03T19:11:29.476Z Has data issue: false hasContentIssue false

14 - Developing Intercultural Competency Training in Global Organizations

An Examination of the Cadre of Global Managers

from Part II - Practice of Intercultural Training

Published online by Cambridge University Press:  18 September 2020

By
Miriam Moeller  and
Michael Harvey
Edited by
Dan Landis  and
Dharm P. S. Bhawuk
Dan Landis
Affiliation:
University of Hawaii, Hilo
Dharm P. S. Bhawuk
Affiliation:
University of Hawaii, Manoa
Get access

Summary

Global organizations demand a heterogeneous global talent pool. For decades, this talent pool has been dominated by what we consider traditional “there-and-back” expatriates, overseas assignees who are transferred to a host-country for three to four years and subsequently return to the home-country organization. To accommodate the pressures of globalization, it is argued that organizations today would benefit from a more dynamic talent pool which is composed of a cadre of managers that includes but also goes beyond the traditional expatriate. We speak of the global manager “family” which in addition to expatriates includes flexpatriates and inpatriates. Together these complimentary pools of talent help to facilitate the development of a global mindset among global managers that is necessary to compete beyond domestic borders. The mix of managers differs greatly relative to the duration of assignments, destinations, number of destinations, and commitment to the organization and career. As a result, we argue that each manager requires a combination of intercultural competencies or a “tool set” to reflect the demands of the assignment type which allows them to be successful in their roles. This chapter draws on a competency-based view to form the basis of the critical elements for building intercultural competency in global managers.

Keywords

expatriateinpatriateflexpatriatecompetencytrainingtalent
Type
Chapter
Information
The Cambridge Handbook of Intercultural Training , pp. 475 - 494
Publisher: Cambridge University Press
Print publication year: 2020

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Aguirre, M. (1997). Multiculturalism in a labour market with integrated economies. Management Decision, 35(7), 489–496.Google Scholar
Barney, J. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of Management, 27(6), 643–650.Google Scholar
Bhawuk, D. P. S. (2009). Intercultural training for the global workplace: Review, synthesis, and theoretical explorations. In Bhagat, R. S. & Steers, R. (Eds.), Handbook of culture, organization, and work (pp. 462–488). Cambridge, UK: Cambridge University Press.Google Scholar
Black, J. S., Mendenhall, M. E., & Oddou, G. R. (1991). Toward a comprehensive model of international adjustment: An integration of multiple theoretical perspectives. Academy of Management Review, 16, 291–317.Google Scholar
Bond, G. (1992). Principles of the individual placement and support model: Empirical support. Psychiatric Journal, 22(1), 11–23.Google Scholar
Bowen, D. E., & Inkpen, A. C. (2009). Exploring the role of “global mindset” in leading change in international contexts. Journal of Applied Behavioral Science, 45(2), 239–260.Google Scholar
Brewster, C., Bonache, J., Cerdin, J. L., & Suutari, V. (2014). Exploring expatriate outcomes. International Journal of Human Resource Management, 25, 1921–1937.CrossRefGoogle Scholar
Brewster, C., & Scullion, H. (1997). A review and agenda for expatriate HRM. Human Resource Management Journal, 7(3), 32–41.Google Scholar
Brislin, R. W. (1981). Cross-cultural encounters, face-to-face interaction. New York, NY: Pergamon.Google Scholar
Brislin, R. W., Landis, D., & Brandt, M. (1983). Conceptualizations of intercultural behavior and training. In Landis, D. & Brislin, R. W. (Eds.), Handbook of intercultural training: Issues in theory and design, (Vol. 1, pp. 1–35). New York, NY: Pergamon Press.Google Scholar
Brislin, R. W., & Pedersen, P. (1976). Cross-cultural orientation programs. New York, NY: Wiley.Google Scholar
Brislin, R. W., & Yoshida, T. (1994). Improving intercultural interactions. Thousand Oaks, CA: Sage.Google Scholar
Brookfield Global Relocation Services (2014). Global relocation trends survey report. Woodridge, IL.Google Scholar
Bureau of Labor Statistics (BLS). (2012). US Department of Labor, “The Editor's Desk, Women’s share of labour force to edge higher by 2008.” Available at: www.bls.gov/opub/ted/2000/feb/wk3/art01.htm.Google Scholar
Cappellen, T., & Janssens, M. (2005). Career paths of global managers: Towards future Research. Journal of World Business, 40, 348–360.Google Scholar
Caprar, D. V. (2011). Foreign locals: A cautionary tale on the culture of MNC local employees. Journal of International Business Studies, 42, 608–628.Google Scholar
Collings, D., & Scullion, H. (2009). Global staffing. International Journal of Human Resource Management, 20(6), 1249–1252.Google Scholar
Collings, D., Scullion, H., & Morely, M. (2007). Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives. Journal of World Business, 42(2), 198–213.Google Scholar
Cooper, C. L., & Marshall, J. (1976). Occupational sources of stress: A review of the literature relating to coronary heart disease and mental ill health. Journal of Occupational Psychology, 49, 11–28.Google Scholar
Cui, G., & Awa, N. E. (1992). Measuring intercultural effectiveness: An integrative approach. International Journal of Intercultural Relations, 16(3), 311–328.Google Scholar
Cushner, K., & Brislin, R. W. (1996). Intercultural interactions. Thousand Oaks, CA: Sage.Google Scholar
Cutler, J. (2005). The cross-cultural communication trainer’s manual (Vol. 1–2). Burlington, VT: Gower.Google Scholar
Deardoff, D. K. (2008). Intercultural competence – the key competence in the 21st century? Gütersloh/Milan: Bertelsmann Stiftung & Fondazione Cariplo.Google Scholar
Deardoff, D. K. (2009). Intercultural competence. Thousand Oaks, CA: Sage.Google Scholar
Deardoff, D. K. (2012). Intercultural competence: An emerging focus in post-secondary education. In Deardoff, D. K., de Wit, H., & Heyl, J. D. (Eds.), The Sage handbook of international higher education. London, UK: Sage.Google Scholar
Doucerain, M., Dere, J., & Ryder, A. (2013). Travels in hyper-diversity: Multiculturalism and the contextual assessment of acculturation. International Journal of Intercultural Relations, 37(6), 686–699.Google Scholar
Dowling, P. J., & Welch, D. E. (2005). International human resource management – managing people in a multinational context. Mason, OH: Thomson South-Western.Google Scholar
Earley, P. C. (2002). Redefining interactions across cultures and organizations: moving forward with cultural intelligence. In Staw, B. M. & Kramer, R. M. (Eds.), Research in organizational behavior 24 (pp. 271–299). Oxford, UK: Elsevier.Google Scholar
Fantini, A., & Tirmizi, A. (2006). Exploring and assessing intercultural competence. Final Report of a Research Project conducted by the Federation of The Experiment in International Living with funding support from the Center for Social Development at Washington University, St. Louis, Missouri.Google Scholar
Feldman, D. C., & Thomas, D. C. (1992). Career management issues facing expatriates. Journal of International Business Studies, 23, 271–294.Google Scholar
Fenwick, M. (2004). On international assignment: Is expatriation the only way to go? Asia Pacific Journal of Human Resources, 42, 365–377.Google Scholar
Fernandez, B., Mutabazi, E., & Pierre, P. (2006). International executives, identity strategies and mobility in France and China. Asia Pacific Business Review, 12, 53–76.Google Scholar
Forster, N. (2000). The myth of the international manager. International Journal of Human Resource Management, 11(1), 126–142.CrossRefGoogle Scholar
Froese, F. J., & Peltokorpi, V. (2013). Organizational expatriates and self-initiated expatriates: Differences in cross-cultural adjustment and job satisfaction. International Journal of Human Resource Management, 24, 1953–1967.CrossRefGoogle Scholar
Hansen, F. (2007). More women sent on international assignment. Compensation & Benefits Review, 39(2), 14–15.Google Scholar
Harvey, M. (1993). Empirical evidence of reoccurring international compensation problems. International Journal of Business Studies, 24(4), 230–241.Google Scholar
Harvey, M. (1997). Inpatriation training: the next challenge for international HRM. International Journal of Intercultural Relations, 21(3), 393–428.Google Scholar
Harvey, M., & Buckley, M. (1997). Managing inpatriates: Building a global core competency. Journal of World Business, 32(1), 35–52.Google Scholar
Harvey, M., Fisher, R., McPhail, R., & Moeller, M. (2012) Aligning global organizations’ human capital needs and global supply-chain strategies. Asia-Pacific Journal of Human Resources, 51, 4–21.Google Scholar
Harvey, M., Kiessling, T., & Novicevic, M. (2003). Staffing marketing positions during global hypercompetitiveness. International Journal of Human Resource Management, 14(2), 223–245.Google Scholar
Harvey, M., & Mejias, R. (2002). Addressing the US IT manpower shortage with inpatriates and technological training. Journal of Information Technology Management, 8(3–4), 1–14.Google Scholar
Harvey, M., & Miceli, N. (1999). Exploring inpatriate manager issues: An empirical study. International Journal of Intercultural Relations, 23(3), 339–371.Google Scholar
Harvey, M., & Moeller, M. (2009). Expatriate managers: A historical review. International Journal of Management Reviews, 11(3), 275–296.Google Scholar
Harvey, M., & Moeller, M. (2012). Re-entry of the global cultural “nomads”: The re-conceptualization of repatriation in a global world. In Stahl, G., & Björkman, I. (Eds.), Handbook of research in international human resource management (2nd ed., pp. 343–363). London, UK: Edward Elgar.Google Scholar
Harvey, M., & Novicevic, M. H. (2006). The evolution from repatriation of managers in MNEs to “patriation” in global organizations. In Stahl, G. K., & Bjorkman, I. (Eds.), Handbook of research in international human resource management (pp. 323–346). Cheltenham, UK: Edward Elgar.Google Scholar
Harvey, M., Novicevic, M., Buckley, M., & Fung, H. (2005). Reducing inpatriate managers’ “liability of foreignness” by addressing stigmatization and stereotype threats. Journal of World Business, 40(3), 267–280.Google Scholar
Harvey, M., Novicevic, M., & Speier, C. (2000b). Strategic global human resource management: the role of inpatriate managers. Human Resource Management Review, 10(2), 153–175.Google Scholar
Harvey, M., Ralston, D., & Napier, N. (2000). International relocation of inpatriate managers: assessing and facilitating acceptance in the headquarters organization. International Journal of Intercultural Relations, 24(6), 825–846.Google Scholar
Harvey, M., Reiche, S., & Moeller, M. (2011). Developing effective global relationships through staffing with inpatriate managers: the role of interpersonal trust. Journal of International Management, 17(2), 150–161.CrossRefGoogle Scholar
Harvey, M., Speier, C., & Novicevic, M. (2001). A theory-based framework for SGHRM staffing policies and practices. International Journal of Human Resource Management, 12(6), 898–915.Google Scholar
Herzberg, F. (1974). Motivator-hygiene profiles: Pinpointing what ails the organization. Organizational Dynamics, 3, 18–29.Google Scholar
House, R. J., Hanges, P. J., Javidan, M., Dorfman, P., & Gupta, V. (2004). Culture, leadership and organizations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage.Google Scholar
Iles, P., Ramgutty-Wong, A., & Yolles, M. (2004). HRM and knowledge migration across cultures: Issues, limitations, and Mauritian specificities. Employment Relations, 26(6), 643–662.Google Scholar
Javidan, M., Steers, R. M., & Hitt, M. A. (2007). Putting it all together: So what is global mindset and why is it so Important? In Javidan, M., Steers, R. M., & Hitt, M. A. (Eds.), Advances in international management (pp. 215–226). Oxford, UK: JAI Press Elsevier.Google Scholar
Javidan, M., Teagarden, M., & Bowen, D. (2010). Managing yourself: Making it overseas. Harvard Business Review, April issue.Google Scholar
Joshua-Gojer, A. E. (2012). Cross-cultural training and success versus failure of expatriates. Learning and Performance Quarterly, 1(2), 47–62.Google Scholar
Kedia, B., & Mukherji, A. (1999). Global managers: Developing a mindset for global competitiveness. Journal of World Business, 34, 230–251.Google Scholar
Kefalas, A. (1998). Think globally, act locally. Thunderbird International Business Review, 40, 547–562.Google Scholar
Klugman, J. (2009). Overcoming barriers: Human mobility and development. New York: United Nations Development Programme.Google Scholar
Ko, H. C., & Yang, M. L. (2011). The effects of cross-cultural training on expatriate assignments. Intercultural Communication Studies, 20(1), 158–174.Google Scholar
Lado, A. A., Boyd, N. G., & Wright, P. (1992). A competency-based model of sustainable competitive advantage: Toward a conceptual integration. Journal of Management, 18(1), 77–91.Google Scholar
Lado, A. A., & Wilson, M. (1994). Human resource systems and sustained competitive advantage: A competency-based perspective. Academy of Management Review, 19(4), 699–727.Google Scholar
Landis, D., Bennett, J. M., & Bennett, M. J. (2004). Handbook of intercultural training (3rd ed.). Thousand Oaks, CA: Sage.Google Scholar
Landis, D., & Brislin, R. W. (1983). Handbook of intercultural training (1st ed.). New York, NY: Pergamon.Google Scholar
Latham, G. (1988). Human resource training and development. Annual Review of Psychology, 39, 545–582.Google Scholar
Lazarus, R. S. (1966). Psychological stress and the coping process. New York, NY: McGraw Hill.Google Scholar
Lester, S., Standifer, R. L., Schultz, N. J., & Windsor, J. M. (2012). Actual versus perceived generational differences at work: An empirical examination. Journal of Leadership & Organizational Studies, 19, 341–355.Google Scholar
Linehan, M., & Scullion, H. (2002). Repatriation of European female corporate executives: an empirical study. International Journal of Human Resource Management, 13, 254–268.Google Scholar
Littrell, L. N., & Salas, E. (2005). A review of cross-cultural training: Best practices, guidelines, and research needs. Human Resource Development Review, 4, 305–335.Google Scholar
Littrell, L. N., Salas, E., Hess, K. P., Paley, M., & Riedel, S. (2006). Expatriate preparation: A critical analysis of 25 years of cross-cultural training research. Human Resource Development Review, 5(3), 355–388.Google Scholar
Mahajan, A., & Toh, S. M. (2013). Facilitating expatriate adjustment: The role of advice-seeking from host country nationals. Journal of World Business, 49(4), 476–487.Google Scholar
Mahoney, J., & Pandian, J. (1992). The resource-based view within the conversation of strategic management. Strategic Management Journal, 13, 363–380.Google Scholar
Maley, J. (2011). The influence of various human resource management strategies on the performance management of subsidiary managers. Asia Pacific Journal of Business, 3(1), 28–46.Google Scholar
Mayerhofer, H., Hartmann, L., & Herbert, A. (2004). Career management issues for flexpatriate international staffing. Thunderbird International Business Review, 46, 647–666.Google Scholar
Mayerhofer, H., Hartmann, L. C., Michelitsch-Riedl, G., & Kollinger, I. (2004). Flexpatriate Assignments: A neglected issue in global staffing. International Journal of Human Resource Management, 15(8), 1372–1389.Google Scholar
Mayerhofer, H., Mueller, B., & Schmidt, A. (2010). Implications of flexpatriates’ lifecycles on HRM practices. The Interview Review of Management Studies, 2, 155–173.Google Scholar
Mayerhofer, H., Schmidt, A., Hartmann, L., & Bendl, R. (2001). Recognising diversity in managing work life issues of flexpatriates. Equality Diversity and Inclusion: An International Journal, 30(7), 589–609.Google Scholar
Maznevski, M., & Lane, H. (2004). Shaping the global mindset: Designing educational Experiences for effective global thinking and action. In Boyacigiller, N., Goodman, R. M., & Phillips, M. (Eds.), Teaching and experiencing cross-cultural management: Lessons from master teachers. London and New York: Routledge.Google Scholar
McNulty, Y. (2011, January). Organizational support for the trailing spouse during international assignments. Paper presented at the Ministry of Manpower Inaugural Talent Forum.Google Scholar
McNulty, Y., & Inkson, K, (2013). Managing expatriates: A return on investment approach. Business Expert Press.Google Scholar
McPhail, R., Fisher, R., Harvey, M., & Moeller, M. (2012). Staffing the global organization: “Cultural nomads.” Human Resource Development Quarterly, 23(2), 259–276Google Scholar
Mendenhall, M., Dunbar, E., & Oddou, G. (1987). Expatriate selection, training and career-pathing: a review and critique. Human Resources Management, 26, 331–345.Google Scholar
Mendenhall, M., & Oddou, G. (1985). The dimensions of expatriate acculturation: a review. Academy of Management Review, 10, 39–47.Google Scholar
Minbaeva, D., & Michailova, S. (2004). Knowledge transfer and expatriation in multinational corporations: The role of disseminative capacity. Employment Relations, 26(6), 663–679.Google Scholar
Moeller, M., Harvey, M., & Williams, W. (2010). Socialization of inpatriate managers to the headquarters of global organizations: A social learning perspective. Human Resource Development Review, 9(2), 169–193.Google Scholar
Morley, M., & Heraty, N. (2004). International assignments and global careers. Thunderbird International Business Review, 46, 633–664.Google Scholar
Moritz, W., & Woodward, T. S. (2007). Metacognitive training in schizophrenia: From basic research to knowledge translation and intervention. Current Opinion in Psychiatry, 20, 619–625.Google Scholar
Morris, M., & Robie, C. (2000). A meta-analysis of the effects of cross-cultural training on expatriate performance and adjustment. International Journal of Training and Development, 5, 112–125.Google Scholar
Ng, K.-Y., Tan, M. L., & Ang, S. (2009). Culture capital and cosmopolitan human capital: The impact of global mindset and organizational routines on developing cultural intelligence & international experiences in organizations. In Burton, A. & Spender, J. C. (Eds.), The Oxford handbook of human capital. Oxford, UK: Oxford Press.Google Scholar
Oddou, G., Osland, J. S., & Blakeney, R. N. (2009). Repatriating knowledge: Variables influencing the “transfer” process. Journal of International Business Studies, 40, 181–199.Google Scholar
O’Sullivan, S. L. (2013). The empowering potential of social media for key stakeholders in the repatriation process. Journal of Global Mobility, 1, 264–286.Google Scholar
Paul, H. (2000). Creating a global mindset. Thunderbird International Business Review, 42, 187–200.Google Scholar
Permits Foundation (2012). International mobility and dual-career survey or international employers. Published July 2012.Google Scholar
Petrovic, J. (2000). Issues coupled with international assignments. In Croner’s managing internationally mobile employees (p. 5).Google Scholar
Prahalad, C. K., & Hamel, G. (1990). The core competences of the corporation. Harvard Business Review, May–June, 79–91.Google Scholar
PriceWaterhouseCoopers (2005). International assignments, global policy and practice, key trends 2005. London, UK: PriceWaterhouseCoopers.Google Scholar
Reiche, B. S. (2007). Knowledge sharing through inpatriate assignments in multicultural corporations: A social capital perspective. (Unpublished Doctoral Thesis).Google Scholar
Reynolds, C. (1997). Strategic employment of third country nationals: Keys to sustaining the transformation of HR functions. Human Resource Planning, 20(1), 33–40.Google Scholar
Ruben, B. (1976). The study of cross-cultural competence: Traditions and contemporary Issues. International Journal of Intercultural Relations, 13, 229–240.Google Scholar
Sanchez, R., Heene, A., & Thomas, H. (1996). Dynamics of competence-based competition. New York, NY: Wiley.Google Scholar
Scullion, H. (2001). International human resource management. In Storey, J. (Ed.), Human resource management (pp. 288–313). London, UK: International Thomson Publishing.Google Scholar
Scullion, H., & Collings, D. (2006). Global staffing. London, UK: Routledge.Google Scholar
Scullion, H., Collings, D., & Gunnigle, P. (2007). International human resource management in the 21st century: Emerging themes and contemporary debates. Human Resource Management Journal, 17(4), 309–319.Google Scholar
Selmer, J., & Lauring, J. (2009). Cultural similarity and adjustment of expatriate academics. International Journal of Intercultural Relations, 33, 429–436.CrossRefGoogle Scholar
Selye, H. (1974). Stress in health and disease. Boston, MA: Butterworth.Google Scholar
Shen, J. (2004) Cross-border urban governance in Hong Kong: The role of the state in a globalizing city-region. The Professional Geographer 56(4), 530–543.Google Scholar
Sinicrope, C., Norris, J., & Watanabe, Y. (2007). Understanding and assessing intercultural competence: A summary of theory, research, and practice (Technical report for the Foreign Language Program Evaluation Project). Second Language Studies, 26, 1–58. Retrieved from www.hawaii.edu/sls/uhwpesl/26(1)/Norris.pdfGoogle Scholar
Spence, H. K., Leiter, M., Day, A., & Gilin, D. (2009). Workplace empowerment, incivility, and burnout: Impact on staff nurse recruitment and retention outcomes. Journal of Nursing Management, 17(3), 302–311.Google Scholar
Suutari, V., & Makela, K. (2007). The career capital of managers with global careers. Journal of Managerial Psychology, 22, 628–648.Google Scholar
Tahvanainen, M., Welch, D., & Worm, V. (2005). Implications of short-term international assignments. European Management Journal, 23(6), 663–673.Google Scholar
Takeuchi, R. (2010). A critical review of expatriate adjustment research: Progress, emerging trends, and prospects. Journal of Management, 36, 1040–1064.Google Scholar
Tharenou, P., & Harvey, M. (2006). Examining the overseas staffing options utilized by Austrian headquartered multinational corporations. International Journal of Human Resource Management, 17(6), 1095–1114.Google Scholar
Thomas, C. H., & Lankau, M. J. (2009). Preventing burnout: the effects of LMX and mentoring on socialization, role stress, and burnout. Human Resources Management, 48(3), 417–432.Google Scholar
Thomas, D. C., Brannen, M. Yoko., & Garcia, D. (2010). Bicultural individuals and intercultural effectiveness. European Journal of Cross-Cultural Competence and Management, 1(4), 315–333.Google Scholar
Thomas, D. C., & Inkson, K. (2009). Cultural intelligence: Living and working globally. Berrett-Koehler Publishers.Google Scholar
Tung, R. L. (1981). Selection and training of personnel for overseas assignments. Columbia Journal of World Business, 16(1), 68–78.Google Scholar
Vedantam, S. (2008). Most diversity training ineffective, study finds. Retrieved April 6, 2015, from www.washingtonpost.com/wpdyn/content/article/2008/01/19/AR2008011901899.htmlGoogle Scholar
Webster, J. R., Beehr, T., & Love, K. (2011). Extending the challenge-hindrance model of occupational stress: the role of appraisal. Journal of Vocational Behavior, 79(2), 1–12.Google Scholar
Welch, D., & Steen, A. (2013). Repositioning global staff transfers: A learning perspective, Human Resource Management, 52(5), 793–808.Google Scholar
Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171–180.Google Scholar
Williams, W., Moeller, M., & Harvey, M. (2010). Inpatriates’ adjustment to western cultures: A social/cultural conundrum. Leadership and Organizational Development Journal, 31(1–2), 71–93.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure [email protected] is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×