Purpose – The purpose of this editorial is to present an overview of the papers in this special issue. Design/methodology/approach – The paper draws on papers in this special issue. Findings – There is a multi‐disciplinarily approach of the papers in this issue in connecting fields of...

Purpose – This paper introduces this special issue. Design/methodology/approach – The paper examines some of the key themes in global human resource management. Findings – By reviewing, briefly, the existing literature in these areas, the paper outlines a limited but crucial research...

Purpose – The purpose of this editorial is to present an overview of the papers in this special issue. Design/methodology/approach – The paper draws on papers in this special issue. Findings – There is a multi-disciplinarily approach of the papers in this issue in connecting fields of...

The need for developing a cadre of global managers who are capable of working in international key positions wherever the needs of companies require it, has been widely stressed. Typically, the literature on international careers still deals with international assignments as...

Purpose – The purpose of this paper is to address the research question of “How does a global career involving multiple international relocations influence the career capital of an individual manager?”, and to examine the typical career‐capital‐related characteristics, drivers and...

Purpose – The purpose of this paper is to explore contemporary metaphors used in career literature pertaining to career development in an international context. Design/methodology/approach – Qualitative interviews with thirty‐seven skilled self‐initiated expatriates in one geographical...

Purpose – This paper aims to provide conceptual clarity by distinguishing self‐initiated expatriates (SIEs) from company‐assigned expatriates (AEs), and skilled migrants; most importantly, it introduces an overarching conceptual framework based on career capital theory to explain SIEs’...

Purpose – International assignments, which are used as an integral part of global management development, are challenging in terms of one's managerial competencies and self‐concept. However, not much is known about how managers develop during international assignments, or about the process...