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Studies of international human resource management (IHRM) have pointed out that Japanese multinational companies (MNCs) tend to use more parent‐country nationals (PCNs) than do western MNCs. The ethnocentric staffing policies imply that the management of expatriation has a greater influence on the success of Japanese MNCs. We use survey data from 149 Japanese repatriates to examine the relationship between IHRM practices – selection, preparation and corporate support – and expatriate adjustment and job performance, as well as identify differences by the location of assignment. We find that selection criteria, language ability and familiarity with local cultures are positively related to work adjustment, and that leadership and relational abilities are slightly associated with job performance though there were no significant relationships between considerations for family situations and adjustment or job performance. The results also reveal that HRM practices while abroad, in particular the interactive exchange of information between expatriates and the headquarters, have a significant influence. Pre‐departure preparation programs are not related to the dependent variables. The data also suggests that living and working in China is a particular problem for Japanese expatriates.

The determinants of the boundary-spanning functions of Japanese self-initiated expatriates in Japanese subsidiaries in China:Individual skills and human resource management

This article examines the potential boundary‐spanning roles of Japanese self‐initiated expatriates (SIEs) working at Japanese‐affiliated companies in China. We show that, compared to Japanese assigned expatriates (AEs), Japanese SIEs have longer living and working experience in China and better linguistic proficiency in Chinese, and build a relationship of trust with Japanese AEs, Chinese employees, and the headquarters in Japan. We also find human resource management (HRM) practices that emphasize normative integration will lead to the nurturing of trust (social capital) among the parties concerned, and the social capital will enhance the boundary‐spanning functions of Japanese SIEs. This research demonstrates the value of these SIEs as a new option to replace the dichotomy of AEs or host‐country nationals and the importance of practices for normative integration and social capital, which can be expected to facilitate the boundary‐spanning roles of Japanese SIEs.

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