...Sangeetha Lakshman; C. Lakshman Knowledge of how and when expatriate roles change provides crucial inputs to HR managers for designing expatriate jobs, selecting appropriate candidates, and preparing them through appropriate training. The findings identify the unique contribution...

...Phallapa Petison; Lalit Johri Purpose In order to identify expatriate roles in a subsidiary it is necessary to go beyond those functions which are subservient to the headquarters. This paper sets out to prescribe a new spectrum of development roles with respect to varying capabilities...

...Abby Ghobadian; Nicholas O'Regan; Howard Thomas; David Gallear; Brian Connelly; Michael A. Hitt; Angelo S. DeNisi; R. Duane Ireland Purpose This paper proposes a methodology for governing expatriate assignments in the context of corporate‐level objectives. Design/methodology/approach...

...Avan Jassawalla; Ciara Truglia; Jennifer Garvey A key reason for the return of expatriates before the official end of their foreign assignment is the uncertainty and frustration resulting from poor cross‐cultural adaptation. The literature provides this general, normative view without much to say...

... we propose that such companies need to reconsider the traditional balance sheet approach to expatriate compensation. Accordingly, we suggest that transnational corporations need to engage in a paradigm shift from the notion of expatriate compensation to transpatriate compensation. We suggest...

... possible implications. The use of expatriates and an ethnocentric staffing approach in the early stages of internationalisation are common practice (Welch et al., 1994). For example, it has been argued (Wang et al., 1998) that expatriate managers should be brought in to the IJV...

...; Black and Gregersen, 1999). Much of the need for expatriation was to solve an immediate business problem (i.e. troubled plant starts, government tax issues, etc). Most of these assignments were considered somewhat short term and very little cultural training was offered. As a result, little attention...

...Ugur Yavas; Muzaffer Bodur To minimize adverse consequences associated with expatriation, multinational companies need to identify the factors which facilitate (or impede) expatriate managers adjustment to a new environment. In this study, on the basis of their adjustment to four diverse aspects...

...” or “theirs” to include a broader range of “others” as might be appropriate to the task ecologies. This is seen in the following illustrations: © MCB UP Limited 1997 Asia Communications Expatriates International trade National cultures Training International assignments from anywhere...

...P.C. Wright; G.D. Geroy; N. Baker Using a series of diagrams, outlines a system of managing expatriates which includes: needs assessment, selection, pre‐field orientation, entry, development and re‐entry. To support the whole contains sections that describe issues for practising managers anda...

... on assignment. Their success or failure in these assignments largely hinges upon their adaptation to the new set of living and working conditions. A well designed training programme can enhance the chances for success and minimize failures. © MCB UP Limited 1992 Expatriates Management development...