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We review 25 years of research on expatriate experiences concentrating on expatriate adjustment as a central construct, and relying on a general stressor-stress-strain framework. First, we consider who expatriates are, why their experiences differ from domestic employees, and what adjustment is. Conceptualizing (mal)adjustment in terms of stress, we next review the stressors and strains associated with it. Consolidating the wide range of antecedents (anticipatory and in-country) that have been studied to date, we note major patterns of effects and their implications for how HR managers can facilitate adjustment. Although relatively less research has focused on the consequences of adjustment, enough evidence exists to establish a bottom-line impact of poor adjustment on performance. To stimulate future efforts to understand the experiences of expatriates, we discuss the challenges and opportunities of continuing down this road of research.

This chapter aims to present best practices in providing inclusive resources and services offered to persons with disabilities at a public university library, in light of the 25th anniversary of the Americans with Disabilities Act (ADA).

A review of past practices and future considerations are presented from the perspective of providing both effective services and acquiring accessible resources.

Effective practices, at a college library serving individuals with disabilities, need to be a consistent part of daily practices and policies. Due to changing populations of students with disabilities, library outreach to the local disability office and communication to library professionals is essential. Practices for acquiring, assessing, and purchasing library resources require conformity to legal standards in order to be an “accessible” library.

Success for college students with disabilities also requires an institutional and system-wide university commitment to accessibility. As a case study in practice, the College of Staten Island (CSI) Library actively assesses accessibility at their library, which can be relevant to other academic libraries.

Limited amount of studies document the application of compliance with the ADA to daily library acquisition practices. Initiatives are also presented that can lead to future procurement guidelines at the CSI and similar organizations.

Professional development (PD), including coaching and mentoring, for early childhood education and care providers has received increasing attention over the past decade. PD, particularly coaching/mentoring, has been shown to improve classroom quality. We recognize the importance of content and format of PD, but argue that dosage (overall amount) and density (spacing) are important aspects of PD that are worthy of careful consideration. We hypothesize that when PD conveys new information and complex new skills, a dense initial period is likely to produce better results than a less dense delivery. In this chapter, we review the program of research that has led us to a focus on both dosage and density of coaching. We conclude with the results from an ECEPD project in which we systematically varied the density of coaching while maintaining the same overall dosage. Classrooms all received 120h of in-classroom coaching and were randomly assigned to a dense “immersion” condition (20 full days of coaching spread over 5 weeks) or to a low density condition (one full day per week of coaching over 20 weeks). Classrooms in the immersion condition showed gains in quality, albeit modest, over the course of the school year, whereas those in the low-density condition either remained the same or decreased in quality over the school year.

A group of Japanese tourists arrive at a 4-star hotel, situated in the city center of Copenhagen, the capital of Denmark. Upon arrival, the Danish-born Japanese tour guide is the first to enter the hotel, while leaving his group of tourists in the bus. He then spends about 15 minutes with the front desk agent, checking details of the stay. Finally, after he is satisfied, he assists the tourists with checking in to their rooms. Afterwards, the guide overhears the front desk agent discussing and venting about the “annoying and time-consuming” process with a coworker in Danish. What should the hotel management do?

Purpose –– This chapter shows the connection between the reality of intercultural communication training and its importance to the development of intercultural communication competence, symbolised by the Rainbow Model of Intercultural Communication Competence.

Methodology/approach –– 405 useable questionnaires (response rate=19.4%) were used from 56 German MNEs in a convenience sample of companies in the high-tech industry that are suppliers for the automotive, aviation, optical and chemical industry.

Findings –– German MNCs provide traditional intercultural communication training sparingly to expatriates, but with adjustments depending on the target country. Only 41% of training recipients deemed the training helpful for their mission. Non-traditional training methods are administered more consistently.

Practical implications –– The Rainbow Model of Intercultural Communication Competence should guide the implementation of customised intercultural communication training efforts.

Social implications –– Assisting expatriates in their development of intercultural communication competence via intercultural communication training fulfils the social responsibility of multinational enterprises.

Originality/value of chapter –– This chapter provides guidance to human resource specialists in the international arena to design and implement customisable intercultural communication training programmes for expatriates.

Human capital theory hypothesizes that no firm rationally invests in general job skills training because its competitors might hire the trained employees away before the firm could recoup its costs through higher worker productivity. Drawing from four explanatory perspectives, we developed several research hypotheses about the organizational and environmental sources of variation in company-provided job skills training for core employees, which we tested with a national sample of U.S. work establishments. Contrary to human capital theory expectations, the large majority of employers with core training programs reported providing skills that were either “to a great deal” or “to some extent” useful to other employers. Our general skills training analysis supported only one hypothesis, suggesting the inadequacy of human capital theory for explaining company training investments. We found evidence that the substantive contents of company job skills training programs differentiated into technical skills and social skills dimensions. Multivariate equations supported several hypothesized effects of organizational and environmental factors on the social and technical skills contents of company core training investments. We conclude with a reassessment of the classic general-specific job skills hypothesis and speculate about future directions for job skills training theory and research.