“The international manager is dead; long live the international manager”. This sums up the changes that have taken place in the role and responsibilities of the international manager in the past decade. Fifteen years ago he was one of a relatively small band of intrepid jet‐setters working for a multinational company, or a career expatriate serving his time in a former British colony. His responsibilities were high, his suitcase rarely unpacked and his links with England tenuous. He developed the necessary international skills at a comfortable pace, consolidating experience over several years, secure in the knowledge that he was part of a specialist élite.
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