A review and agenda for expatriate HRM

[1]  M. Gertsen Intercultural competence and expatriates , 1990 .

[2]  C. Brewster The Paradox of Adjustment: Uk and Swedish Expatriates In Sweden and the Uk , 1993 .

[3]  Rosalie L. Tung Selection and Training Procedures of U.S., European, and Japanese Multinationals , 1982 .

[4]  J. Hamill Expatriate Policies in British Multinationals , 1989 .

[5]  M. Banai The ethnocentric staffing policy in multinational corporations a self-fulfilling prophecy , 1992 .

[6]  H. Scullion,et al.  Staffing Policies and Strategic Control in British Multinationals , 1994 .

[7]  Chris Brewster,et al.  Evaluating Expatriate Training , 1994 .

[8]  Ingemar Torbiörn,et al.  The Structure of Managerial Roles in Cross-cultural Settings , 1985 .

[9]  Peter J. Dowling,et al.  Strategic performance measurement and management in multinational corporations , 1991 .

[10]  Vesa Suutari,et al.  Variation in the average leadership behaviour of managers across countries: Finnish expatriates’ experiences from Germany, Sweden, France and Great Britain , 1996 .

[11]  J. Jarillo,et al.  The Evolution of Research on Coordination Mechanisms in Multinational Corporations , 1989 .

[12]  Richard W. Brislin,et al.  A culture general assimilator: Preparation for various types of sojourns , 1986 .

[13]  S. Kobrin Expatriate reduction and strategic control in American multinational corporations , 1988 .

[14]  J. Stewart Black,et al.  Cross-Cultural Training Effectiveness: A Review and a Theoretical Framework for Future Research , 1990 .

[15]  Michael G. Harvey Repatriation of Corporate Executives: An Empirical Study , 1989 .

[16]  Y. Zeira,et al.  Present and Desired Methods of Selecting Expatriate Managers for International Assignments , 1984 .

[17]  M. Janssens Evaluating international managers' performance: parent company standards as control mechanism , 1994 .

[18]  Jay R. Galbraith,et al.  Transfer of Managers as a Coordination and Control Strategy in Multinational Organizations. , 1977 .

[19]  Mark E. Mendenhall,et al.  The Dimensions of Expatriate Acculturation: A Review , 1985 .

[20]  D. Hall,et al.  Dual careers-how do couples and companies cope with the problems? , 1978 .

[21]  Gary Oddou,et al.  The overseas assignment: A practical look , 1988 .

[22]  Rosalie L. Tung Strategic management of human resources in the multinational enterprise , 1984 .

[23]  The Impact of 1993 on Management Development in Europe , 1992 .

[24]  Mark E. Mendenhall,et al.  Expatriate Selection, Training and Career‐Pathing: A Review and Critique , 1987 .

[25]  P. Beaumont,et al.  Human Resource Management And International Joint Venture: Some Evidence From Britain , 1991 .

[26]  Yoram Zeira,et al.  Human Resources Management in International Joint Ventures: Directions for Research , 1987 .

[27]  Nancy J. Adler,et al.  Managing globally competent people , 1992 .

[28]  Nakiye Avdan Boyacıgiller,et al.  The Role of Expatriates in the Management of Interdependence Complexity and Risk in Multinational Corporations , 1990 .

[29]  H. Scullion Strategic Recruitment and Development of the ‘International Manager’: Some European Considerations , 1992 .

[30]  Michael G. Harvey,et al.  The executive family: an overlooked variable in international assignments , 1985 .

[31]  W. Mayrhofer,et al.  In praise of ethnocentricity: Expatriate policies in European multinationals , 1996 .

[32]  C. K. Prahalad,et al.  Controlled variety: A challenge for human resource management in the MNC , 1986 .

[33]  N. Adler Women in International Management: Where are They? , 1984 .

[34]  D. Ondrack International Human-Resources Management in European and North-American Firms , 1985 .

[35]  N. Forster,et al.  Expatriate management policies in UK companies new to the international scene , 1996 .