...John O. Okpara; Jean D. Kabongo Purpose One of the most important issues multinational corporations (MNCs) face in their global operations is expatriate failure. It is estimated that between 10 and 80 percent of expatriates sent on overseas assignments return home early. The purpose of this paper...

...Michael Dickmann Purpose The literature has hitherto neglected the influence of specific cities on the decision to work abroad, implicitly treating all locations within countries as similar. Using a boundaryless careers and expatriation perspective, the purpose of this paper is to investigate...

... this shift because most of the sample of British expatriates in Vancouver are not intending to invest in or return to Europe. This is significant because highly skilled migrants could be better utilised as resources by European governments and organisations. Highly skilled migration Brain drain Brain...

...Weichun Zhu; Fred Luthans; Irene K.H. Chew; Cuifang Li Purpose With globalization and accompanying expatriation becoming a reality for developed countries, including those that have recently arrived in Southeast Asia, this study explored the effects of family and personal characteristics...

...Günter K. Stahl; Jean‐Luc Cerdin This paper sheds light on an apparent paradox: managers continue to accept offers of international assignments even though they tend to view them as a risky career move. Based on a review of the literature and a survey of expatriate managers of 20 French and 30...

...Kyle W. Luthans; Steve Farner This article first reviews the status of expatriate training and the need to evaluate the transfer of this training to expatriate managers on‐the‐job in a foreign culture. A multisource or 360‐degree feedback system is proposed as both a way to evaluate expatriate...

...Charles M. Vance; Yongsun Paik Traditional expatriate predeparture training has been general in nature, neglecting the input of the respective host country workforce (HCW) in identifying specific work interaction demands for optimizing expatriate management performance. This study found...

..., subjectivity in evaluation and promotion, unwillingness to shoulder responsibilities, multiplicity of rules and regulations, rigid and obsolete administrative systems and policies, and influence of cliques in the workplace. No significant results were found between expatriates and nationals in their perception...

... the permutations of expatriate and local managers in the private and public sectors. A comparison of national cultures prefaces the research methodology and the instrument used. Assumptions of culturally induced performance and sector styles were examined, producing some interesting results. The findings have...

... is not really OK if it does not support (or it rejects) the organization’s strategies, goals, and objectives. Describes those cultures which might be supportive (“really OK” culture) and those which might not (“really not OK” cultures). Concludes that expatriate managers in “really not OK” cultures need...

...Nancy J. Adler Examines the underlying assumptions that companies make about the role of women in international management. Based on numerous studies,explodes some of the traditional myths about women expatriates: that they do not want to be international managers and that foreign prejudice against...

.... © MCB UP Limited 1992 Expatriates Multinationals Management development Journal of Management Development 11,7 58 Preparing Managers for Foreign Assignment: The Expatriate Profile Program Roger L.M. Dunbar and Allan Bird Leonard . Stern School of Business, New York University, USA...

... expatriate managers and their local subordinates. Therefore predeparture training and development becomes more significant. This study investigates the extent and significance of predeparture training and development for expatriates in China and Brazil in German companies. When, how often and which...