Skip to main content Accessibility help
×
Hostname: page-component-76fb5796d-zzh7m Total loading time: 0 Render date: 2024-04-25T07:32:52.872Z Has data issue: false hasContentIssue false

2 - The Recruitment, Selection, and Preparation of Expatriates

from Part I - The Expatriation Process of Corporate Expatriates

Published online by Cambridge University Press:  12 November 2020

Jaime Bonache
Affiliation:
Carlos III University of Madrid
Chris Brewster
Affiliation:
University of Reading
Fabian Jintae Froese
Affiliation:
University of Goettingen
Get access

Summary

This chapter discusses expatriate recruitment sources, methods, and the expatriates’ motivations to work abroad. Then it examines expatriate selection criteria, methods, and how expatriates are selected in practice. The chapter also presents the variety of expatriate preparation methods, discusses expatriate training effectiveness, and expatriate preparation in practice. It concludes by considering future avenues of research. Overall, in the area of selection and preparation for international assignments there is good material for researchers to build on and a growing understanding of the key issues. Nevertheless, there remains here a rich field for exciting research in the future.

Type
Chapter
Information
Publisher: Cambridge University Press
Print publication year: 2020

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Abbe, A. & Gouge, M. 2012. Cultural training for military personnel. Military Review, 92(4): 917.Google Scholar
Abdul Malek, M., Budhwar, P., & Reiche, B. S. 2015. Sources of support and expatriation: a multiple stakeholder perspective of expatriate adjustment and performance in Malaysia. International Journal of Human Resource Management, 26(2): 258276.CrossRefGoogle Scholar
Anderson, B. 2005. Expatriate selection: good management or good luck? International Journal of Human Resource Management, 16(4): 567583.Google Scholar
Andreason, A. W. 2008. Expatriate adjustment of spouses and expatriate managers: an integrative research review. International Journal of Management, 25: 382393.Google Scholar
Ashamalla, M. 1998. International human resources practices: the challenge of expatriation. Competitiveness Review, 8(2): 5465.Google Scholar
Avril, A. B. & Magnini, V. P. 2007. A holistic approach to expatriate success, International Journal of Contemporary Hospitality Management, 19 (1): 5364.Google Scholar
Bennett, J. M. 1986. Modes of cross-cultural training: conceptualizing cross-cultural training as education. International Journal of Intercultural Relations, 10: 117134.CrossRefGoogle Scholar
Bhaskar-Shrinivas, P, Harrison, DA, Shaffer, MA., & Luk, DM. 2005. Input-based and time-based models of international adjustment: meta-analytic evidence and theoretical extensions. The Academy of Management Journal, 48(2): 257281.Google Scholar
Black, J. S. & Mendenhall, M. 1990. Cross-cultural training effectiveness: a review and a theoretical framework for future research. Academy of Management Review, 15(1): 113136.Google Scholar
Black, J. S. & Gregersen, H. B. 1991. Antecedents to cross-cultural adjustment for expatriates in Pacific Rim assignments. Human Relations, 44(5): 497515.Google Scholar
Brislin, R. W. 1979. Orientation programs for cross-cultural preparation. Perspectives on Cross-cultural Psychology: 287304.Google Scholar
Brookfield, 2015. Global mobility trends survey. Brookfield Global Relocation Services 2015. https://docplayer.net/15337612–2015-global-mobility-trends-survey-report-mindful-mobility.html.Google Scholar
Brookfield. 2016. Global mobility trends survey. Brookfield Global Relocation Services 2016. http://globalmobilitytrends.bgrs.com/.Google Scholar
Caligiuri, P., Tarique, I., & Jacobs, R. 2009, Selection for international assignments. Human Resource Management Review, 19(3): 252262.Google Scholar
Campoy, E., Waxin, M., Davoine, E., Charles-Pauvers, B., Commeiras, N., & Goudarzi, K. 2005. La socialisation organisationnelle en contexte. In Delobbe, N., Herrbach, O., Lacaze, D. & Mignonac, K. (eds.), Comportement organisationnel, Vol. 1 : Contrat psychologique, émotions au travail, socialisation organisationnelle, De Boeck : 341393. Bruxelles.CrossRefGoogle Scholar
Carraher, S. M., Sullivan, S. E., & Crocitto, M. M. 2008. Mentoring across global boundaries: an empirical examination of home- and host-country mentors on expatriate career outcomes. Journal of International Business Studies, 39: 13101326.Google Scholar
Cerdin, J-L., Chandon, J-L. & Waxin, M-F. 1999. The adaptability of the French expatriates, a confirmatory analysis, September, 1999. Centre d’études et de Recherche sur les Organisations et la Gestion CEROG: WP 575. IAE Aix-en-Provence: France.Google Scholar
Cerdin, J-L. & Brewster, C. 2014. Talent management and expatriation: bridging two streams of research and practice Journal of World Business 49 (2): 245252.Google Scholar
Cheng, H. L. & Lin, C. Y. Y. 2009. Do as the large enterprises do? Expatriate selection and overseas performance in emerging markets: the case of Taiwan SMEs. International Business Review, 18(1): 6075.Google Scholar
Cole, N. D. 2011. Managing global talent: solving the spousal adjustment problem. International Journal of Human Resource Management, 22(07): 15041530.Google Scholar
Collings, D. G. 2014. Integrating global mobility and talent management: exploring the challenges and strategic opportunities. Journal of World Business, 49(2): 253261.Google Scholar
Collins, C. J. & Kehoe, R. R. 2009. Recruitment and selection. In Storey, J., Wright, P. M., & Ulrich, D. (eds.), The Routledge Companion to Strategic Human Resource Management: 209223. New York: Routledge.Google Scholar
Culpan, O. & Wright, G. H. 2002. Women abroad: getting the best results from women managers. International Journal of Human Resource Management, 13(5): 784801.Google Scholar
Dickmann, M., Doherty, N., Mills, T., & Brewster, C. 2008. Why do they go? Individual and corporate perspectives on the factors influencing the decision to accept an international assignment. International Journal of Human Resource Management, 19(4): 731751.Google Scholar
Doherty, N., Dickmann, M., & Mills, T. 2011. Exploring the motives of company-backed and self-initiated expatriates International Journal of Human Resource Management, 22(3): 595611.Google Scholar
Dupuis, M. J., Haines, V. Y. III, & Saba, T. 2008. Gender, family ties, and international mobility: cultural distance matters. International Journal of Human Resource Management, 19(2): 274295.Google Scholar
de Eccher, U. & Duarte, H. 2018. How images about emerging economies influence the willingness to accept expatriate assignments. International Journal of Human Resource Management, 29(4): 637663.Google Scholar
Edström, A. & Galbraith, J. 1977. Transfer of managers as a coordination and control strategy in multinational organizations. Administrative Science Quarterly, 22(2): 248263.Google Scholar
Feitosa, J., Kreutzer, C., Kramperth, A., Kramer, W. S., & Salas, E. 2014. Expatriate adjustment: considerations for selection and training. Journal of Global Mobility, 2(2): 134159.CrossRefGoogle Scholar
Fenner Jr., C. R. & Selmer, J. 2008. Public sector expatriate managers: psychological adjustment, personal characteristics and job factors. International Journal of Human Resource Management, 19(7): 12371252.CrossRefGoogle Scholar
Finn, L. & Morley, M. 2002. Expatriate selection: The case of an Irish multinational. In Linehan, M., Morley, M., & Walsh., J. (eds.), International Human Resource Management and Expatriate Tranfers: 101131. Dublin, Ireland: Irish Experiences, Blackhall Press.Google Scholar
Froese, F. J., Jommersbach, S., & Klautsch, E. 2013. Cosmopolitan career choices: a cross-cultural study of job candidates’ expatriation willingness. International Journal of Human Resource Management, 24 (17): 32473261.Google Scholar
Furusawa, M. & Brewster, C. 2018. Japanese self‐initiated expatriates as boundary spanners in Chinese subsidiaries of Japanese MNEs: antecedents, social capital, and HRM practices. Thunderbird International Business Review, 60(6), 911919.Google Scholar
Gertsen, M. C. 1990. Intercultural competence and expatriates. International Journal of Human Resource Management, 1(3): 341362.CrossRefGoogle Scholar
Green, J. M. 2012. The relationship between adjustment and personal and work variables among American government employees and their spouses stationed abroad. Dissertation, Northcentral University, Graduate Faculty of the School of Behavioral and Health Sciences, Prescott Valley.Google Scholar
Gudykunst, W. B., Guzley, R. M., & Hammer, M. R. 1996. Designing intercultural training. In Landis, D. and Bahgat, R. S. (eds.), Handbook of Intercultural Training. Thousand Oaks: Sage.Google Scholar
Gupta, R., Banerjee, P., & Gaur, J. 2012. Exploring the role of the spouse in expatriate failure: a grounded theory-based investigation of expatriate’s spouse adjustment issues from India. International Journal of Human Resource Management, 23(17): 35593577.Google Scholar
Haak-Saheem, W. & Brewster, C. 2017. ‘Hidden’ expatriates: international mobility in the United Arab Emirates as a challenge to current understanding of expatriation. Human Resource Management Journal, 27(3): 423439.Google Scholar
Harris, H. & Brewster, C. 1999. The coffee machine system: how international selection really works. International Journal of Human Resource Management, 10(3): 488500.Google Scholar
Harrison, D. A. & Shaffer, M. A. 2005. Mapping the criterion space for expatriate success: task- and relationship-based performance, effort and adaptation. International Journal of Human Resource Management, 16(8): 14541474.Google Scholar
Haslberger, A. & Brewster, C. 2008. The expatriate family: an international perspective. Journal of Managerial Psychology, 23(3): 324346.Google Scholar
Honley, S. A. 2005. Focus on FSI/FS training: FSI settles into Arlington Hall. Foreign Service Journal, Jul-Aug, 1731.Google Scholar
Hyder, A. S. & Lövblad, M. 2007. The repatriation process–a realistic approach. Career Development International, 12(3): 264281.Google Scholar
Jassawalla, A., Asgary, N., & Sashittal, H. 2006. Managing expatriates: the role of mentors. International Journal of Commerce and Management, 16(2): 130140.Google Scholar
Kealey, D. J. & Protheroe, D. R. 1996. The effectiveness of cross-cultural training for expatriates: an assessment of the literature on the issue. International Journal of Intercultural Relations, 20(2):141165.Google Scholar
Kim, C., Brewster, C., & Chung, C. 2019. Beyond nationality: international experience as a key dimension for subsidiary staffing choices in MNEs? Journal of Global Mobility 7 (3): 269284.CrossRefGoogle Scholar
Kim, J. & Froese, F. J. 2012. Expatriation willingness in Asia: the importance of host-country characteristics and employees’ role commitments. International Journal of Human Resource Management, 23 (16): 34143433.Google Scholar
KPMG. 2019. Global assignment policies and practices survey. https://home.kpmg/xx/en/home/insights/2016/10/global-assignment-policies-and-practices-survey-2016.html, Accessed on 27 November 2019.Google Scholar
Lazarova, M. B. & Cerdin, J. L. 2007. Revisiting repatriation concerns: organizational support versus career and contextual influences. Journal of International Business Studies, 38(3): 404429.Google Scholar
Linehan, M., Morley, M., & Walsh, J. (eds.). 2002. International Human Resource Management and Expatriate Transfers: Irish Experiences, Dublin, Blackhall: 108109.Google Scholar
Ling, E. Z. & Harzing, A.-W. 2017. Language as a local practice: why English as a corporate language won’t work in China. European Academy of Management (EURAM) Conference, 21–24 June, Glasgow, Scotland.Google Scholar
Littrell, L. N. & Salas, E. 2005. A review of cross-cultural training: best practices, guidelines, and research needs. Human Resource Development Review, 4(3): 305334.CrossRefGoogle Scholar
Littrell, L. N., Salas, E., Hess, K. P., Paley, M., & Riedel, S. 2006. Expatriate preparation: a critical analysis of 25 years of cross-cultural training research. Human Resource Development Review, 5(3): 355388.Google Scholar
Marchon, J. 2004. Expatriation management: Theoretical principles and practices in suiss-based multinational companies. Master’s thesis, Economics and Social Sciences Faculty, University of Fribourg, Switzerland.Google Scholar
McNulty, Y. 2012. Being dumped in to sink or swim: an empirical study of organizational support for the trailing spouse. Human Resource Development International, 15(4): 41434.Google Scholar
McNulty, Y. & Brewster, C. 2018. Management of (business) expatriates. In Organizational Behaviour and Human Resource Management: 109137. Springer, Cham.Google Scholar
McNulty, Y. & Brewster, C. 2019. Working Internationally: Expatriation, Migration and Other Global Work, Cheltenham, Edward Elgar.Google Scholar
Mendenhall, M. & Oddou, G. 1985. The dimensions of expatriate acculturation. Academy of Management Review, 10; 3947.Google Scholar
Mercer, , 2015. Worldwide Survey of International Assignment Policies and Practices. Mercer. www.mercer.com. Accessed 20 September 2019.Google Scholar
Merignac, O. & Roger, A. 2012. Comprendre les préoccupations du conjoint qui doit suivre un expatrié à l’étranger. Gestion, 37 (2): 2333.Google Scholar
Mol, S. T., Born, M. P., Willemsen, M. E., & Van der Molen, H. T. 2005. Predicting expatriate job performance for selection purposes: a quantitative review. Journal of Cross-Cultural Psychology, 36(5): 590620.Google Scholar
Mol, S. T., Born, M. P., Willemsen, M. E., Henk, T. V. D. M., & Derous, E. 2009. When selection ratios are high: predicting the expatriation willingness of prospective domestic entry-level job applicants, Human Performance, 22(1): 122.Google Scholar
Morey, S. & Waxin, M-F. 2008. Le développement managérial à l’international. In Waxin, M.-F. & Barmeyer, C. (eds.), Gestion des Ressources Humaines Internationales 7: 291334. Paris, France : Éditions de Liaisons.Google Scholar
Morris, M. A. & Robie, C. 2001. A meta‐analysis of the effects of cross‐cultural training on expatriate performance and adjustment. International Journal of Training and Development, 5(2): 112125.Google Scholar
Osman-Gani, A. M. & Rockstuhl, T. 2009. Cross-cultural training, expatriate self-efficacy, and adjustments to overseas assignments: an empirical investigation of managers in Asia. International Journal of Intercultural Relations, 33(4): 277290.Google Scholar
Peltokorpi, V., 2008. Cross-cultural adjustment of expatriates in Japan. International Journal of Human Resource Management, 19(9): 15881606.Google Scholar
Peltokorpi, V. & Froese, F. J. 2009. Organizational expatriates and self-initiated expatriates: who adjusts better to work and life in Japan? International Journal of Human Resource Management, 20(5): 10961112.Google Scholar
Puck, J. F., Kittler, M. G., & Wright, C., 2008. Does it really work? Re-assessing the impact of pre-departure cross-cultural training on expatriate adjustment. International Journal of Human Resource Management, 19(12): 21822197.Google Scholar
Reiche, B., Harzing., A-W., & Kraimer, M. 2009. The role of international assignees’ social capital in creating inter-unit intellectual capital: a cross-level model. Journal of International Business Studies, 40(3): 509526.Google Scholar
Richardson, J. & McKenna, S. 2002. Leaving and experiencing: why academics expatriate and how they experience expatriation. Career Development International, 7(2): 6778.Google Scholar
Shen, J. & Lang, B. 2009. Cross-cultural training and its impact on expatriate performance in Australian MNEs. Human Resource Development International. 12(4): 371386.Google Scholar
Simeon, R. & Fujiu, K. 2000. Cross-cultural adjustment strategies of Japanese spouses in Silicon Valley. Employee Relations, 22(6): 594611.Google Scholar
Stahl, G., Miller, D. J., & Tung, R. L. 2002. Towards the boundaryless career: a closer look at the expatriate career concept and the perceived implications of an international assignment. Journal of World Business, 37(3): 216227.Google Scholar
Tarique, I. & Schuler, R. S. 2010. Global talent management: literature review, integrative framework, and suggestions for further research. Journal of World Business, 45(2): 122133.Google Scholar
Tharenou, P. 2008.Disruptive decisions to leave home: gender and family differences in expatriation choices. Organizational Behavior and Human Decision Processes, 105(2): 183200.Google Scholar
Trochowska, K., 2014. International experiences in the operationalization of culture for military operations–field research results. Connections, 13(3): 83104.Google Scholar
Tungli, Z. & Peiperl, M. 2009. Expatriate practices in German, Japanese, UK, and US multinational companies: a comparative survey of changes.Human Resource Management: 48(1), 153171.Google Scholar
Wankel, C. 2016. Developing cross-cultural managerial skills through social media. Journal of Organizational Change Management, 29(1), 116124.Google Scholar
Waxin, M-F. 2000. L’adaptation des cadres expatriés en Inde: Ses déterminants et l’effet de la culture d’origine, Thèse de doctorat, Unpublished PhD Dissertation, Université Aix-Marseille III, IAE Aix-en-Provence, France.Google Scholar
Waxin, M-F. 2006. The effect of culture of origin on the adjustment process. In Morley, M., Heraty, N. & Collings, D. (eds.), New Directions in Expatriate Research: 120142. London, England: Palgrave Macmillan.Google Scholar
Waxin, M-F. 2007. Strategic HRM management of international assignments”, in Katsioloudes, M. & Hadjidakis, S. (eds.), International Business, 12: 387438. London: Elsevier.Google Scholar
Waxin, M-F. 2008a. La gestion stratégique des affectations internationales. In Waxin, M-F. & Barmeyer, C. (eds.), Gestion des Ressources Humaines Internationales, problématiques, stratégies et pratiques (3): 103146. Paris, France: Éditions de Liaisons.Google Scholar
Waxin, M-F. 2008b. Le recrutement et la sélection à l’international. In Waxin, M-F. & Barmeyer, C. (eds.), Gestion des Ressources Humaines Internationales, problématiques, stratégies et pratiques (4): 151204. Paris, France: Éditions de Liaisons.Google Scholar
Waxin, M-F. & Brewster, C. 2018. Public sector expatriation. In Farazmand, A. (ed.), Global Encyclopedia of Public Administration, Public Policy, and Governance: 41–49. Springer International Publishing Switzerland.Google Scholar
Waxin, M-F. & Brewster, C. 2020. The impact of host country characteristics on SIEs’ career success. In Andresen, M., Brewster, C., & Suutari, V. (eds.), Mastering the Context of Self-Initiated Expatriates’ Careers: Recognizing Space, Time and Institutions (3). London: Routledge.Google Scholar
Waxin, M-F. & Chandon, J-L. 2002. L’adaptation à l´interaction des expatriés en Inde, Revue Internationale de Gestion, 27 (1), 5664.Google Scholar
Waxin, M-F. & Panaccio, A. J. 2005. Cross-cultural training to facilitate expatriate adjustment: it works! Personnel Review, 34 (1): 5167.Google Scholar
Waxin, M-F., Brewster, C., Ashill, N., & Chandon, J-L. 2016. The impact of expatriates’ home country culture on their time to proficiency: empirical evidence from the Indian context. Journal of Developing Areas, 50(4): 401422.Google Scholar
Waxin, M-F., Brewster, C. & Ashill, N. 2019. Expatriate time to proficiency: individual antecedents and the moderating effect of home country, Journal of Global Mobility, doi:10.1108/JGM-12-2018-0060.Google Scholar
Webb, A. 1996. The expatriate experience: implications for career success. Career Development International, 1(5): 3844.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×