JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org.. Academy of Management is collaborating with JSTOR to digitize, preserve and extend access to The Academy of Management Review.Primarily because of the significant rate and costs of failed international assignments, the attention paid by scholars to the topic of international adjustment has increased recently. Unfortunately, most of the work has been without substantial theoretical grounding. In an effort to move toward a theoretical framework for guiding future research, this article integrates theoretical and empirical work of both the international and the domestic adjustment literatures. This integration provides a more comprehensive framework than might be obtained from either of the literatures alone. Academy of Management Review April work has been conducted in the area of international adjustment of expatriates-the existing literature consists mostly of anecdotal or atheoretical empirical efforts to understand the phenomenon (Adler, 1983; Kyi, 1988; Mendenhall & Oddou, 1985; Schollhammer, 1975).Conversely, the literature in the area of domestic (U.S./Canada) transfers and adjustment is much richer theoretically; researchers in this area have increasingly focused their efforts on understanding how an individual adjusts to a new organizational setting either after a transfer or upon initial entry into the firm . To date, scholars in the area of international human resource management have not utilized the domestic adjustment literature in order to formulate theories or models that would assist them in understanding the international adjustment process.Perhaps this has not occurred because although the theories of adjustment of employees to new organizational settings in the domestic context may have some application to adjustment in the international context, there seem to be substantial differences between domestic and international (or cross-cultural) adjustment. For example, most domestic adjustments do not involve significant changes in the nonwork environment; living in Los Angeles versus New York may be quite different in many ways, but the language, cultural, economic, social, and political contexts are significantly familiar. This is not the norm for international adjustments. Moving from the United States to a foreign country often involves changes in the job the individual performs and the corporate culture in which responsibilities are executed; it can also involve dealing with unfamiliar norms related to the general culture, business practices, living conditions, weather, food, health care, daily customs, and political systems-plus facing a foreign language on a daily basis.Because the work as well as the nonwork contexts usually change during an international ad...

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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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In order to delineate the current state of the art of overseas relocation programs in U.S. multinational corporations, the extant literature was reviewed in the areas of expatriate personnel selection, training and career‐pathing. The implications of the study's findings for U.S. MNCs are discussed and recommendations for policy change are offered.

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 on this topic exists to date. We propose an original model and propositions that delineate the facilitative and inhibiting factors affecting repatriate knowledge transfer to work units. We conclude with suggestions for future research and practical implications. Journal of International Business Studies (2009) 40, 181–199; doi:10.1057/palgrave.jibs.8400402

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