Considers the area of repatriation/reassignment of employees after international assignments and the effect that it may have on the successful internationalization of organizations. By specifically highlighting experiences in this area, suggests that organizations may need to develop their international human resources policies further if they are to maximize workforce investment in globalization. Draws on recent research conducted (via survey and interview) with over 40 companies, together with other relevant research and the personal and professional experiences of the writers. Specifically focuses on the main organizational issues raised and, in particular, effects of disregarding repatriation, effects on strategic and organizational development, lessons to be learned for globalization and the need for a fully integrated HR approach.
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1 March 1995
This article was originally published in
Cross Cultural Management: An International Journal
