Theories on expatriation have proposed international transfer as a mean to develop management capabilities and internationalise organisational communication networks. It has been argued that such developments are highly dependent on a sustained continual cross-cultural communication between expatriates and host country nationals, third country nationals and the Head Quarter. However those aims are not always met in practice. Through an ethnographic study during a three month stay in a Saudi-Arabian compound and workplace, different patterns of social organisation could be identified as destructive towards overall corporate aims to internationalise and develop managerial and organisational competencies. Specifically excluding behaviour and cultural boundary creation of the expatriate group hindered the necessary cross-cultural communication and thereby working against corporate strategy of development.