A strategic contingency approach to expatriate assignment management

This exploratory study examines how expatriate management practices differ with respect to three international management strategies (local, centralised or global) in 27 mature multinational corporations. In particular, this study examines the categories of expatriate assignments, the strategic inte...

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Published inHuman resource management journal Vol. 17; no. 4; pp. 393 - 410
Main Authors Caligiuri, Paula M., Colakoglu, Saba
Format Journal Article
LanguageEnglish
Published Oxford, UK Blackwell Publishing Ltd 01.11.2007
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Abstract This exploratory study examines how expatriate management practices differ with respect to three international management strategies (local, centralised or global) in 27 mature multinational corporations. In particular, this study examines the categories of expatriate assignments, the strategic integration of expatriate assignments into leadership development and the types of human resource practices that firms utilise to manage expatriates. Results indicate that organisations differentially assign expatriates based on the firm's respective international management strategy. Firms with a global management strategy made greater use of developmental expatriates, had a greater number of senior managers with expatriate experience and had a stronger focus on leadership development through expatriation. Firms did not differ with respect to their use of expatriate management practices based on their international management strategy.
AbstractList This exploratory study examines how expatriate management practices differ with respect to three international management strategies (local, centralised or global) in 27 mature multinational corporations. In particular, this study examines the categories of expatriate assignments, the strategic integration of expatriate assignments into leadership development and the types of human resource practices that firms utilise to manage expatriates. Results indicate that organisations differentially assign expatriates based on the firm's respective international management strategy. Firms with a global management strategy made greater use of developmental expatriates, had a greater number of senior managers with expatriate experience and had a stronger focus on leadership development through expatriation. Firms did not differ with respect to their use of expatriate management practices based on their international management strategy. [PUBLICATION ABSTRACT]
This exploratory study examines how expatriate management practices differ with respect to three international management strategies (local, centralised or global) in 27 mature multinational corporations. In particular, this study examines the categories of expatriate assignments, the strategic integration of expatriate assignments into leadership development and the types of human resource practices that firms utilise to manage expatriates. Results indicate that organisations differentially assign expatriates based on the firm's respective international management strategy. Firms with a global management strategy made greater use of developmental expatriates, had a greater number of senior managers with expatriate experience and had a stronger focus on leadership development through expatriation. Firms did not differ with respect to their use of expatriate management practices based on their international management strategy.
Author Colakoglu, Saba
Caligiuri, Paula M.
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  surname: Caligiuri
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  email: caligiuri@smlr.rutgers.edu
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– sequence: 2
  givenname: Saba
  surname: Colakoglu
  fullname: Colakoglu, Saba
  organization: Human Resource Management Department, Rutgers, The State University of New Jersey
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2006; 17
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1977; 22
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1995; 4
1995; 6
1993; 4
1995; 8
1997; 7
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1990; 1
1982; 25
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1984; 15
2000b; 53
1969; 4
2000; 11
2004; 34
1984; 13
1994; 33
2003; 28
1980
2000a; 40
2007; 42
2001; 36
1985; 10
1987; 28
1996; 21
1985; 15
1998; 33
1987; 26
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McNulty Y. (e_1_2_8_31_1) 2004; 34
Peterson R.B. (e_1_2_8_38_1) 1996; 36
Huselid M.A. (e_1_2_8_26_1) 1995; 38
Caligiuri P.M. (e_1_2_8_14_1) 2001
Bartlett C.A. (e_1_2_8_5_1) 1987; 28
Caligiuri P.M. (e_1_2_8_10_1) 2000; 40
e_1_2_8_33_1
e_1_2_8_54_1
Caligiuri P.M. (e_1_2_8_12_1) 2006
Mendenhall M.E. (e_1_2_8_34_1) 2001
e_1_2_8_52_1
e_1_2_8_50_1
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Snippet This exploratory study examines how expatriate management practices differ with respect to three international management strategies (local, centralised or...
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SubjectTerms Expatriate employees
Expatriates
Human resource management
Integration
Leadership
Multinational corporations
Studies
Title A strategic contingency approach to expatriate assignment management
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https://onlinelibrary.wiley.com/doi/abs/10.1111%2Fj.1748-8583.2007.00052.x
https://www.proquest.com/docview/199452193
Volume 17
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