Staffing for international operations

Torbiörn, Ingemar

doi:10.1111/j.1748-8583.1997.tb00425.x

Cited by 27 publications

(12 citation statements)

References 22 publications

(13 reference statements)

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“…Having to deal with refusals for expatriation is a nightmare scenario for human resource departments in any MNC (Punnett, 1997). One response by some MNCs is to opt to using third-country nationals (TCNs) as an important source for expatriate employment (Chadwick, 1995;Torbiörn, 1997).…”

Section: Trends In the Study Of Expatriationmentioning

confidence: 99%

Expatriation and repatriation in MNCs: a taxonomy

Baruch¹,

Altman

2002

Human Resource Management

130

101

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Section: Trends In the Study Of Expatriationmentioning

confidence: 99%

Expatriation and repatriation in MNCs: a taxonomy

Baruch¹,

Altman

2002

Human Resource Management

130

101

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“…For research pertaining to selection, training, and performance of expatriates, see, for example, Black, Gregersen, Mendenhall, and Stroh (1999); Brewster, Dowling, Grobler, Holland, and Warnich (2000); Harvey, Speier, and Novecevic (2001); Scullion and Brewster (2001); and Torbiorn (1997). Some of this research has focused on dispelling the myths pertaining to the deployment of women in international assignments.…”

Section: Notesmentioning

confidence: 99%

Do race and gender matter in international assignments to/from Asia Pacific? An exploratory study of attitudes among Chinese

Tung

2008

Human Resource Management

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S ince the publication of Tung's (1981) seminal work on expatriate assignments of U.S. multinationals, there has been an explosion of interest in the subject (Harzing, 1995). Various aspects of international assignments have received much research attention, including the staffing criteria, training for cross-cultural encounters, performance of expatriates, and women's suitability for international assignments. 1 Despite the findings that women succeed in male-dominated countries, there has only been a moderate increase in the use of women in international assignments. 2 Thus, it is logical to ask why highly qualified women still are kept away from international DO RACE AND GENDER MATTER IN INTERNATIONAL ASSIGNMENTS TO/FROM ASIA PACIFIC? AN EXPLORATORY STUDY OF ATTITUDES AMONG CHINESE AND KOREAN EXECUTIVES R O S A L I E L . T U N GBased on a survey of EMBA students in China and South Korea, this article examines how two sensitive but potentially salient criteria-race and gender-affect the selection of an executive to head the (a) foreign operations of a U.S. multinational in China and South Korea and (b) newly acquired U.S. operations of a Korean multinational. The results reveal a fairly complex picture of how gender, race, and the interplay of these two factors might affect these decisions. In the Korean sample, competencies mattered more than race and gender in a senior executive appointment to the U.S. operations of Korean multinationals. Also in the Korean sample, race and gender outweighed competencies in assignments to Korea. In the Chinese sample, competencies outweighed race and gender in a senior executive appointment in China. Overall, Koreans had a more positive attitude toward foreign-born Koreans than the Chinese toward foreign-born Chinese for senior executive appointments. Implications for international human resource management and diversity management, both theoretical and applied, are discussed.

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“…Aycan (1997) states that "in [the] face of demanding circumstances (domestic or international), experience may be more valuable than knowledge to guide individuals in finding sound solutions to problems" (p. 17). In addition, Torbiorn (1997) has suggested previous international experience to be important. Finally, Bell and Harrison (2002) proposed that expatriate adjustment would lead to further and future development of bicultural competencies.…”

Section: Expatriate Context-specific Variables As Predictors Of Expatmentioning

confidence: 99%

Predicting Expatriate Job Performance for Selection Purposes

Mol

Born

Willemsen³

et al. 2005

Journal of Cross-Cultural Psychology

228

218

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This article meta-analytically reviews empirical studies on the prediction of expatriate job performance. Using 30 primary studies (total N = 4,046), it was found that predictive validities of the Big Five were similar to Big Five validities reported for domestic employees. Extraversion, emotional stability, agreeableness, and conscientiousness were predictive of expatriate job performance; openness was not. Other predictors that were found to relate to expatriate job performance were cultural sensitivity and local language ability. Cultural flexibility, selection board ratings, tolerance for ambiguity, ego strength, peer nominations, task leadership, people leadership, social adaptability, and interpersonal interest emerged as predictors from exploratory investigations (K < 4). It is surprising that intelligence has seldom been investigated as a predictor of expatriate job performance.Keywords: expatriate; job performance; selection; meta-analysis; predictive validity; Big Five; criterion; criteriaResearch aimed at improving expatriate selection practices shows characteristics of a domain in its pre-paradigmatic state. According to Kuhn (1962), the pre-paradigmatic period is typified by a lack of cohesion and consensus about research methods and objects, by the appearance of schools of thought, and by a conflict between these schools. Although there is little evidence of a conflict, the lack of cohesion and consensus about research objects is striking within the expatriate management literature. On the basis of either a theory or a review of earlier empirical work, many authors (e.g., Arthur & Bennett, 1995;Brislin, 1981;Gudykunst & Hammer, 1984;Hannigan, 1990;Jordan & Cartwright, 1998;Kealey, 1996;Kealey & Ruben, 1983;Leiba-O'Sullivan, 1999;Mendenhall & Oddou, 1985;Ones & Viswesvaran, 1997;Ronen, 1989) have compiled substantive lists of predictors that almost consistently show more uniqueness than overlap when compared to one another. For example, whereas Arthur and Bennett (1995) identify job knowledge and motivation, relational skills, flexibility/adaptability, extracultural openness, and family situation as factors that appear to contribute to international assignment success, Ones and 590 AUTHORS' NOTE: This research was supported in part by funding from GITP International BV, Nijmegen, The Netherlands. The opinions expressed by the authors are their own and do not necessarily reflect the views of GITP International BV. The authors would like to thank M. Evelina Ascalon for her valuable comments that inspired this study, Marieke van Onna, Lidia Arends and Niels Smits for their statistical advice, and, Margaret Shaffer, Maxine Dalton, Kevin Williams, Judith Volmer and others who kindly answered inquiries about their data. Viswesvaran (1997) focus on the Big Five personality dimensions (emotional stability, extraversion, openness to experience, agreeableness, and conscientiousness) in the prediction of aspects of expatriate success. It is difficult to find a common denominator within these lists (cf. Sinangi...

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Staffing for international operations

Cited by 27 publications

References 22 publications

Expatriation and repatriation in MNCs: a taxonomy

Expatriation and repatriation in MNCs: a taxonomy

Do race and gender matter in international assignments to/from Asia Pacific? An exploratory study of attitudes among Chinese

Predicting Expatriate Job Performance for Selection Purposes

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