Personnel Review: Volume 34 Issue 1

Global HRM: aspects of a research agenda

Chris Brewster, Vesa Suutari

This paper introduces this special issue.

Developing global leaders through international assignments: An identity construction perspective

Eeva Kohonen

International assignments, which are used as an integral part of global management development, are challenging in terms of one's managerial competencies and self‐concept…

The personal characteristics of the successful expatriate: A critical review of the literature and an empirical investigation

Jonna Holopainen, Ingmar Björkman

When critically reviewing the empirical research on the relationships between personal characteristics and successful foreign assignments it is revealed that the extant empirical…

Cross‐cultural training to facilitate expatriate adjustment: it works!

Marie‐France Waxin, Alexandra Panaccio

The paper examines what are the effects of the different types of cross‐cultural training (CCT) on expatriates' adjustment and whether prior international experience (IE) and…

Cross‐cultural training and expatriate adjustment in China: Western joint venture managers

Jan Selmer

Joint ventures remain the largest group of foreign‐invested enterprises in China. Given the high level of potential conflict, this paper examines whether Western expatriates in…

Facets and dimensions of cross‐cultural adaptation:refining the tools

Arno Haslberger

The management literature on cross‐cultural adaptation has used a conceptualisation and measurement approach developed by Black and Stephens. Their work has led to significant…

Job satisfaction among expatriates, repatriates and domestic employees: The perceived impact of international assignments on work‐related variables

Jaime Bonache

The present study aims to provide an empirical evaluation of job satisfaction among expatriates, repatriates, and domestic employees with no international experience.

HRM practices and MNC knowledge transfer

Dana B. Minbaeva

The purpose of the paper is to determine and empirically examine the effect of human resource management (HRM) practices on knowledge transfer within multinational corporations.