Expatriate training and development: Where do we go from here?

Mendenhall, Mark E.; Stahl, Günter

doi:10.1002/1099-050x(200022/23)39:2/3<251::aid-hrm13>3.0.co;2-i

Cited by 136 publications

(65 citation statements)

References 8 publications

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“…For example, because international experience is often highly valued in MNCs (e.g., Mendenhall & Stahl, 2000), people with international skills and knowledge are more likely to be seen by others as being confident and willing to share divergent opinions and advocate for their own position (Stasser, Stewart, & Wittenbaum, 1995). Moreover, Gregersen & Black (1992) showed that people with strong experience in many international settings and limited experience in corporate are more likely to make changes based on local demands rather than pressures from central parts of the firm.…”

Section: Knowledge Creation Capabilitymentioning

confidence: 99%

A Resource-Based View of International Human Resources: Toward a Framework of Integrative and Creative Capabilities

Morris¹,

Snell²,

Wright³

2006

Handbook of Research in International Human Resource Management

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Drawing on organizational learning and MNC perspectives, we extend the resource-based view to address how international human resource management provides sustainable competitive advantage. We develop a framework that emphasizes and extends traditional assumptions of the resource-based view by identifying the learning capabilities necessary for a complex and changing global environment. These capabilities address how MNCs might both create new HR practices in response to local environments and integrate existing HR practices from other parts of the firm (affiliates, regional headquarters, and global headquarters). In an effort to understand the nature of such capabilities, we discuss aspects of human capital, social capital, and organizational capital that might be linked to their development.

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Section: Knowledge Creation Capabilitymentioning

confidence: 99%

A Resource-Based View of International Human Resources: Toward a Framework of Integrative and Creative Capabilities

Morris¹,

Snell²,

Wright³

2006

Handbook of Research in International Human Resource Management

View full text Add to dashboard Cite

show abstract

“…Moreover, some lone female assignees undertake educational courses to improve their career potential, develop themselves personally and fill their spare time productively. These activities also provide positive learning and relationship outcomes (Linehan and Walsh 1999;Mendenhall and Stahl 2000). A further strategy involves catering for friends, rather than eating in the male-dominated canteen (Gordon 2008).…”

Section: Discussionmentioning

confidence: 99%

“…Assignment support is generally acknowledged as more helpful to expatriates in creating a meaningful and interesting job. For instance, mentoring helps to provide career enhancement for women (Linehan and Walsh 1999); coaching provides a highly personalized form of training (Mendenhall and Stahl 2000) and networking helps to reduce women's isolation as well as providing a career development intervention (Shortland 2011b). …”

Section: Contextmentioning

confidence: 99%

Extreme Expatriation: The Effect of Location Factors and Masculine Environments on Women’s International Assignment Participation in Oil and Gas Exploration and Production

Shortland

2016

Handbook on Well-Being of Working Women

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Expatriation in oil and gas exploration and production involves relocation or frequent mobility to geographically remote, climatically harsh, even dangerous locations. Living in camps, compounds or offshore rigs typically involves family separation for lengthy periods with little respite from a highly masculine social ethos. Women undertaking such assignments can experience limited opportunities for fulfilling social lives. Even city-based solo expatriation can prove to be isolating. Yet, extreme geographical locations do not preclude women's expatriation as benefits such as good career prospects, high monetary rewards and various forms of organizational support can potentially outweigh the disadvantages. Based on 12 interviews with solo expatriates, this chapter highlights the factors that influence women's decisions to undertake single status expatriation and their experiences of living in highly gendered geographies. Organizational policy that supports female assignees can help to make extreme expatriation more attractive to women.

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“…mentoring : Carraher, Sullivan, & Crocitto, 2008;Mezias & Scandura, 2005). Mendenhall and Stahl (2000) pointed out how critical training and preparations are for expatriates, as well as for their families, another manifestation of the high involvement HRM needs to be for the management of expatriates.…”

Section: Analysis Of Expatriation and Repatriationmentioning

confidence: 99%

Career Mobility in a Global Era: Advances in Managing Expatriation and Repatriation

Baruch

Altman

Tung

2016

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101

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Expatriate training and development: Where do we go from here?

Cited by 136 publications

References 8 publications

A Resource-Based View of International Human Resources: Toward a Framework of Integrative and Creative Capabilities

A Resource-Based View of International Human Resources: Toward a Framework of Integrative and Creative Capabilities

Extreme Expatriation: The Effect of Location Factors and Masculine Environments on Women’s International Assignment Participation in Oil and Gas Exploration and Production

Career Mobility in a Global Era: Advances in Managing Expatriation and Repatriation

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