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PurposeResearch on expatriation and global leadership has been characterized by wide variations in defining what constitutes intercultural competence. Greater progress can be achieved if a comprehensive definition of the intercultural competence domain can be established, particularly with regard to the specific context of global leadership. This paper aims to focus on the issues.Design/methodology/approachThe authors conduct an extensive review of the global leadership and expatriation literatures, integrating and synthesizing prior theoretical and empirical efforts to develop a comprehensive domain definition for intercultural competence in the context of global leadership.FindingsThe domain of intercultural competence in the context of global leadership comprised three dimensions – perception management, relationship management and self management. Each dimension is characterized by facets that further delineate aspects of intercultural competence.Research limitations/implicationsThe domain definition of intercultural competence for global leadership appears to be well supported in prior theoretical and empirical work focusing on expatriation and global leadership; however that work was fragmented in nature. A test of the comprehensive model, i.e. all three dimensions and 17 facets, is called for, as well as the validation of an instrument that measures them.Originality/valueThe paper integrates and synthesizes the extensive body of theoretical and empirical work related to intercultural competence and clearly establishes the content domain, thereby enhancing the efficacy of future theoretical and empirical efforts.

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This paper argues for a reconceptualization of careers as repositories of knowledge. Careers are visualized as accumulation of information and knowledge rather than simply progressions of work experiences. This definition is considered in light of theories which characterize organizations as knowledge creators. The paper then applies this perspective to the emerging phenomenon of boundaryless careers and concludes that a knowledge perspective provides significant insight into the implications of such careers for individuals and organizations. 'I hear about Amerieans who worry that they'll lose their jobs to someone south of the border, thar their careers will go down the tubes. r f you're worried about someone in Mexico taking yourjob, you don't have a career.'Anonymous comedian I gratefully acknowledge the helpful comments and suggestions of Michael Arthur. Robert DeFillippi, Andrea Larsen. Leonard Lynn. Anne Miner. Thomas Roehl, and the reviewers of this journal.

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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 repatriates identifies linkages from organizational support, intercultural personality characteristics, self-adjustment, and repatriation policies to outcomes of global competency learning and transfer, which in turn lead to heightened job motivation and performance. Journal of International Business Studies (2009) 40, 200–215; doi:10.1057/palgrave.jibs.8400416

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