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Despite being one of the most used dependent variables in expatriate management research, no clear-cut understanding exists of what expatriate success means. Thus, this study aims to propose an integrative definition of expatriate success by providing an overview of expatriate success's dimensions, antecedents, and their interplay.

A systematic literature review (SLR) was conducted to achieve the purpose. A total of 249 empirical studies (quantitative 111, qualitative 50, mixed-methods 17), literature reviews (67) and meta-analyses (4) on expatriate success were reviewed from Web of Science and Scopus databases published from 1990 until December 2021. The study selection criteria followed the PRISMA flowchart steps, and then descriptive and network analyses were performed to identify expatriates' success dimensions, antecedents and their interplay.

The findings show the interplay among antecedents and dimensions of expatriate success across three levels (individual, interpersonal and organisational) to clarify the concept of expatriate success. Also, the study offers a comprehensive definition of expatriate success based on the dimensions identified.

The suggested definition of expatriate success elucidates the “atheoretical”, multidimensional and socially constructed nature of the construct and hence, calls for more “theoretical”, multidimensional and subjective considerations of the term to ground human resource management practices addressed to attain expatriates' success.

This paper provides an integrative definition of expatriate success, giving greater insight into the construct, in addition to critically reflecting on it.

Healthcare workers are considered to be the most vulnerable to face mental health. Therefore, this paper aims to examine how negative leadership (despotic leadership) affects employees' psychological distress. Specifically, the authors investigated bullying behavior as mediating mechanism and hostile attribution bias as boundary condition that trigger psychological distress.

The authors collected data from 252 nurses and their immediate supervisors (as a coping strategy for common method bias) through “Google Forms” from various public and private hospitals.

The authors applied structural equation modeling and noted that despotic leadership positively affects employees' psychological distress through bullying behavior. In addition, hostile attribution bias is identified as an important factor in amplifying the effect of bullying behavior on psychological distress.

The authors collected data from high-power distance culture where negative leadership is more prevalent as compared to low-power distance culture. Their findings suggest management to discourage self-centered leaders (despotic) and employees with negative personality traits (hostile attribution bias) as these affect their mental health.

Drawing upon conservation of resources theory, this study is the first of its kind that has investigated how and when despotic leadership affects employees' psychological distress. In addition, the authors also highlighted the importance of negative personality traits (hostile attribution bias) that can amplify the association between bullying behavior and psychological distress.