Expatriate practices in German, Japanese, U.K., and U.S. multinational companies: A comparative survey of changes
Zsuzsanna Tungli, Maury Peiperl
Human Resource Management · 2009 · Volume 48 · Issue 1
Abstract
In this article we present expatriate management policies and practices of 136 large multinational companies (MNCs) based in four different countries: Germany, Japan, the United Kingdom, and the United States. The findings we focus on include staffing, selection, training, and success. By analyzing our own results as well as comparing them to previous findings, we examine the changes in expatriate practices over time. In the managerial and research implications sections, we share additional findings and our thoughts about future issues and trends in expatriation. © 2009 Wiley Periodicals, Inc.
Keywords
human capital, internal labor market, recruitment, reward systems, training and development, work-family conflict, careers, strategic HR, international HRM, supervisor/subordinate relations
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