In a cultural No Man's Land: - or, how long does culture shock last?

This essay combines theories of sojourner adaptation with the qualitative results of field work among Scottish immigrants in Copenhagen. I argue that theories of acculturation often presuppose a limited time-frame; that the usefulness of Lysgaard's acculturation model may be questioned; and that companies lose valuable intercultural competence by recalling sojourners before they have completed their process of integration. Learning from practice, the analysis demonstrates how sojourners change as a result of their stationing overseas; that the intercultural skills obtained by employees during their sojourn represent a valuable resource for international business; and that companies have an obligation to assist sojourners upon their return to their home culture.