This study examines predictors that lead to effective individual learning of global management competencies on expatriate assignments and the transfer (i.e., the application of those competencies) in new assignments upon repatriation. A structural equation model based on data from 305 Japanese...

While scholars have begun to develop the conceptual foundations of global leadership, few attempts have been made to unify the plethora of existing definitions. We argue that the lack of a precise, rigorous and commonly accepted definition of global leadership limits the field's conceptual and...

Most multinational companies agree that their managers need international expertise; but a recent survey surprisingly revealed that more than half of the large European corporations participating in the study lacked a strategy -- either in writing or as a commonly articulated value -- for...

Because of the strategic importance of organizational learning in a global economy, the knowledge that repatriates acquire during international assignments is a valuable resource. Few multinational enterprises, however, actively harvest this knowledge, and little quantitative empirical research...

This paper contributes to turnover research by deriving a typology of retention practices and investigating their applicability in multinational corporations' (MNCs) foreign subsidiaries in the light of home- and host-country effects. Linking institutional and strategic HRM perspectives, the...

International human resource managers are progressively encountering new challenges pertinent to the manageability of multiculturalism when staffing global positions. The literature indicates that trust in the global organization context increases subsidiary acquiescence to and cooperation with...