Expatriate management has evolved through the practices of developed economy multinational enterprises (DMNEs), with the aim of improving expatriate adaptability, cross-cultural adjustment, and performance. However, most of these studies focus on expatriates from developed countries and try to...

Learning ObjectivesThe aim of this chapter is to:• Introduce the concept of corporate reputation.• Highlight the importance of reputation for organizations as well as for cities and countries.• Underscore the connection between reputation and international human resource management...

We compare how far companies based in Africa, India and the "global North" operating in Mauritius adopt high-trust flexible working practices and how these are linked to different clusters of wider labour management practice. Using comprehensive firmlevel data collected in late 2011, we find...

Expatriates are often high potential employees or experts in their field sent on high profile assignments requiring successful adaptation to another culture in order to perform their new job and fulfill the succession plan of the organization (Oddou, 2002). The development of culturally...

Organizations, across the globe, are implementing ethics programs but with mixed results. This issue becomes more complex for multinational enterprises operating in several different economies simultaneously. In this chapter, we extensively review the literature on ethics programs in the US and...

Despite over 20 years of academic hype, international human resource management (IHRM) literature has been only partly successful in its original claim to offer a universal panacea for complexities of managing people that can transcend national, cultural and economic divides. This paper provides...