PurposeThis study seeks to address the challenge of repatriate turnover by focusing on how effective repatriation adjustment, job satisfaction, and organizational commitment are at predicting the Taiwanese repatriates' intentions to leave their organization. By building on the cross‐cultural adjustment and turnover theories and researches, this study expands these recent findings to Taiwanese repatriates.Design/methodology/approachMultiple regression was used to predict intent to leave and explain the impact of the three predictors on intent to leave. Correlation was used to compare the relationship of study variables.FindingsThe results of multiple regression indicated that repatriation adjustment was the strongest predictor of intent to leave followed by organizational commitment. The combination of the three variables can predict approximately 58 percent of the variance of intent to leave. Overall interrelations among the independent variables showed a positive strong relationship and negatively related to intent to leave the organization.Practical implicationsThe results provide empirical evidence that repatriation adjustment, job satisfaction, and organizational commitment are negatively related to intent to leave the organization. Furthermore, the conceptual framework of this study can be a guide to future research in repatriates' turnover intention.Originality/valueThe results of this study may help multinational organizations in Taiwan to enhance the international assignment process of their employees and keep valuable human capital within the organization.

The PRP treatment enhanced healing in full-thickness wounds by reducing the contraction rate with a trend toward acceleration of the epithelial migration and the angiogenic response. Further studies with larger sample sizes should be conducted to improve statistical sensitivity. Longer time intervals and modifications of PRP volume should also be explored to evaluate the long-term efficacy of PRP on wound healing.

PurposeThe purpose of this paper is to examine the relationship between job satisfaction, family support, learning orientation, organizational socialization and cross‐cultural training and cross‐cultural adjustment in the proposed model.Design/methodology/approachA quantitative research method was used, and correction and regression were employed. The study undertook a multidimensional approach in its assessment of the adjustment of Taiwanese financial institution expatriates.FindingsThis study found that job satisfaction played an important role in the proposed model of expatriate adjustment in an international assignment. Also found to be of importance was the role of organization socialization.Research limitations/implicationsThe conclusions of this study pertain only to Taiwanese financial institution expatriates in the USA, and cannot be generalized for cross‐cultural adjustment in other countries.Practical implicationsGiven the associations between job satisfaction and cross‐cultural adjustment, multinationals should ensure that they have human resource policies and practice to support the job satisfaction of expatriates. Modifying socialization policies and practices can have a positive influence on expatriates' adjustment.Originality/valueThis study both replicates and extends previous research on cross‐cultural adjustment. It provides objective information for expatriate selection, management and socialization.

PurposeThe purpose of this research is to investigate factors that influence employees' organizational identification. Focusing on the banking industry in Taiwan, this study aims to examine how locus of control and organizational socialization affect employees' organizational identification.Design/methodology/approachThe author borrows and modifies scales from the literature on locus of control, organizational socialization, and organizational identification to create a questionnaire that was translated into Chinese and distributed to bankers in Taiwan. The author analyzes reliability of the scales and performs regression analysis on hypothesized model relationships.FindingsSignificant positive relationships are found between locus of control and organizational socialization, locus of control and organizational identification, and organizational socialization and organizational identification. Organizational socialization has mediating influences on locus of control and organizational identification.Research limitations/implicationsThis research is a starting point in developing theory related to the relationships among locus of control, organizational socialization, and organizational identification. The research is based on data from Taiwan banking employees only and the sample was small (even though results were significant).Originality/valueThe research empirically demonstrates that locus of control influences organizational socialization and identification.