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The purpose of this paper is to examine whether traditional conventions of the expatriate psychological contract have altered from both employer and employee perspectives. In essence to what extent have multi‐national corporations adjusted organisational practices to reflect changing circumstances and to what extent have expatriates altered their mindset towards employers' obligations and requirements.

The paper draws on findings of three organisational case studies and is based on in‐depth interviews with HR managers, line managers and expatriates.

The findings reveale that the overall tone of the psychological contract from the employers' perspective is transactional. From an employee perspective, preliminary evidence suggests that the dynamics of the employment relationship is changing and that employees have responded to contract changes by seeking to ensure their employability and reduce their dependence on a single organisation.

The paper focuses on four areas for managers: first, pro‐actively influencing expatriates' expectations thereby minimising misunderstandings; second, organisations should be very aware of “the remuneration market rate” for a particular location; third, policies of support and contact would aid feelings of integration. Finally, more attention should be paid new approaches to strategic talent management.

This paper contributes theoretically and empirically to the literature on expatriates' psychological contracts, an area where there is a dearth of empirical research. The paper also increases the understanding of the variety of expatriate perceptions in different contexts, thereby deepening the understanding of the importance of context in this area.

Drawing on socio-cognitively orientated leadership studies, this paper aims to contribute to our understanding of host country employees’ (HCEs) negative perceptions of successive expatriate leadership by exploring how their memories of shared past experiences affect these perceptions. Contrary to previous work which tends to focus on HCEs’ attitudes towards individual expatriates, the authors shift attention to successive executive expatriate assignments within a single subsidiary.

The paper is based on an intrinsic case study carried out in a Polish subsidiary of an American multinational pharmaceutical company which had been managed by four successive expatriate General Managers and one local executive. The authors draw on interview data with 40 HCEs. Twenty-one semi-structured interviews were conducted with staff who had been managed by at least three of the subsidiary’s expatriate leaders.

The authors demonstrate how transference triggered by past experiences with expatriate leaders as well as HCEs’ implicit leadership theories affect HCEs’ negative perceptions of expatriate leadership and lead to the emergence of expatriate leadership schema.

To the best of the authors’ knowledge, this is the first study that explores the role of transference and implicit leadership theories in HCEs’ perceptions of successive executive expatriate assignments. By focussing on retrospective accounts of HCEs who had been managed by a series of successive expatriate leaders, our study has generated a more nuanced and contextualised understanding of the role of HCEs’ shared past experiences in shaping their perceptions of expatriate leadership. The authors propose a new concept – expatriate leadership schema – which describes HCEs’ cognitive structures, developed during past experiences with successive expatriate leaders, which specify what HCEs believe expatriate leadership to look like and what they expect from it.

A sample of 343 Western business expatriates assigned to Hong Kong responded to a mail survey regarding usage of corporate career development activities and their extent of international adjustment. Although such activities are targeted at the job and its context, there was no (positive) association as anticipated between career development activities and work adjustment of the expatriates. Instead, there was a significant positive relation between these activities and psychological adjustment, as measured by subjective well‐being. Implications for globalizing corporations of these findings are discussed in detail.

Provides an in‐depth description of the expatriate management practices of four Canadian multinationals in order to determine how closely Canadian practices correspond to the “best practices” described in the international HRM (IHRM) literature. Toward that end, reviews the IHRM literature. A qualitative study design was employed, in the form of a holistic multiple case study with four Canadian MNCs. Results indicated that, contrary to trends noted in the literature, the Canadian firms studied do not neglect expatriate management practices, although they do not fully implement such practices either – at least not to the extent advocated in the literature. The key explanation put forth is the lack of any systematic evaluation of these practices, which might have enabled shortcomings to be more readily recognized. The other key finding was that the participating firms relied extensively on expatriates to be proactive in managing various aspects of their own careers. Discusses implications.

The purpose of this study is to validate Ozdemir and Cizel’s (2007) model of expatriate management. The researchers tested the framework developed initially by Ozdemir and Cizel (2007) by relating the four stages of the expatriation process with the performance and commitment of expatriate managers.

The research population consists of expatriate managers from five Anglo-Saxon countries. A total of 110 surveys were collected. However, due to missing data and internal inconsistencies (i.e. random answering), six surveys (5.5%) were deleted resulting in a sample size of 104.

Ozdemir and Cizel’s four-stage process model (2007) has been established as a valid, useful model for creating an expatriation management system. Few expats interviewed indicated their selection was systematized or that they received training in advance of the assignment. Families of these expats received even less consideration despite the fact that many expat failures result from family failure to adapt to the new culture. Very few companies managed the repatriation process at all. Given the substantial correlations between components of Ozdemir and Cizel’s model and performance and commitment, these finding are no less than troubling.

As companies are becoming increasingly international, the number of expatriates working around the world is growing. While the management of expatriates has been studied extensively in North America and Europe, research into the expatriate process in the UAE is still in its infancy. The present study endeavors to begin to fill this research gap.

The support of host country nationals (HCNs) is critical for expatriate adjustment and performance. Drawing from social identity theory and self-categorization theory, this study investigates the antecedents of HCNs' support toward expatriates in Central/South America, focusing on cultural similarities and expatriate race.

We conducted a quasi-experimental study to understand the antecedents that promote the willingness of HCNs to offer required support to expatriates. Data were gathered from 117 Latin American participants, who were asked to respond to questions about their perceptions of expatriates from the USA and their willingness to offer support to those expatriates.

Overall, our findings suggest that HCNs are likely to provide support to expatriates when they perceive the expatriates as similar in terms of culture and race. Specifically, African Americans received more positive attitudes and support than White Americans in South/Central America. The effect of cultural similarity on HCN willingness to support expatriates was mediated by perceived trustworthiness.

The present study extends the research on HCN support to expatriates, to Central/South America, an important region that has been under-studied in the expatriate–HCN context. Another novel feature of our study is that we investigate the role of expatriate race and cultural similarity and illuminate the underlying mechanism of the relationship between expatriate race and HCN support.

As opposed to the predominant belief in the West, in Chinese dominated societies there may be a positive relationship between age and perceived possession of high quality personal resources. That attitude towards old age may carry over to expatriates in Chinese societies. This may have a positive impact on expatriates’ job performance. Therefore, the purpose of this paper is to examine the association between the age of business expatriates and their work performance in a Chinese cultural setting.

Controlling for the potential bias of a number of background variables, data collected from business expatriates in Greater China were analyzed by means of hierarchical regression.

Results indicate that contextual/managerial performance, including general managerial functions applied to the subsidiary in Greater China, had a positive association with the age of the expatriates. This finding provides partial affirmative support to the presumption that the age of business expatriates matters in a Chinese cultural context.

Companies sending expatriates to Greater China could introduce age among other selection criteria. At least, companies should not discriminate against older candidates in expatriate selection for Greater China. Furthermore, older expatriates destined for a Chinese cultural context could be trained how to exploit their age advantage.

In contrast to previous studies, this investigation attempts to match a certain personal characteristic of expatriates with a specific host culture. The results have implications for and contribute to the literature on expatriate selection as well as to the body of research on cross‐cultural training.

Globalization has led to individuals working and living outside their native country. The purpose of this paper is to examine relationship between motives for expatriation and cross-cultural adjustment in Indian expatriates working in the US information technology (IT) industry. Additionally, the moderating effects of self-initiated expatriates (SIE) and organizational expatriates (OE) on the relationship between motives for expatriation and cross-cultural adjustment were studied. Also, existing measures in this area of research were analyzed to improve validity and utility for future studies. Participants responded to questions via an internet survey.

Data were gathered from 336 Indian IT professionals working in America. The authors evaluated the psychometric quality of reasons for expatriation and cross-cultural adjustment measures by considering various fit statistics, modification indices and rational judgment based on item content. The authors used a maximum likelihood extraction method with an oblique rotation (Geomin) for these factor analyses, given the theoretically and empirically supported relationship between the subdimensions of both measures. Using these purified measures, a hierarchical regression analyses procedure was used to test the hypothesized relationships. A computational tool called PROCESS was used to test the hypothesized moderating effect of expatriate type on the relationship between motives for expatriation and cross-cultural adjustment.

Preliminary factor analytic work suggested modifications to the reasons for expatriation measure used to quantify participants’ motives for expatriation. Using this revised measure, those with stronger financial (mercenary) motives for expatriation also reported less positive cultural adjustment, while those with stronger exploratory motives for expatriation reported more positive cultural adjustment. Some evidence was also observed for a weak, but notable moderating effect of expatriate type (SIE vs OE) on the relationship between expatriation motives and cultural adjustment.

This study presents a revised measure of expatriation motives, as well as expanded theoretical and empirical evidence base to help future researchers working with expatriates. The findings may be also helpful to organizations and consultants who work to prepare expatriates for their assignments, especially when these expatriates are Indian professionals preparing to work in the USA.

Despite an expanding research interest in the topic of expatriation, there is still a significant gap in our understanding of the expatriation process. This article presents recently collected research data on the experiences of Finnish expatriates adjusting to living and working in other European countries. It is argued that the process of adaptation varies considerably between countries and, on that basis, argues that the existing models of adaptation are useful, but themselves need adaptation. The article also offers recommendations for expatriates and for the organisations that employ them.

DAVID HARVEY looks at how a British firm can get the right information about personnel abroad