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The goals of this review are to identify key theories, constructs and themes in the international business travel (IBT) literature and to propose a model based on findings, theories and constructs drawn from adjacent research literature.

The authors reviewed the business travel (BT) literature to identify conceptual and empirical articles on IBT published from 1990 to 2022. Only 53 publications were suitable for review. The authors reviewed them using an open coding system.

The IBT literature is dispersed across several disciplines that use different methods, focus on different aspects of travel and emphasize different positive and negative outcomes that IBT engenders. The publications employed a diverse range of methods, including review and conceptual (11), quantitative (28) and qualitative methods (14). The samples were diverse in country, age, marital status and tenure. Many publications were descriptive and exploratory. The few that based their research on theory focused on two stress theories: Job Demands-Resources (JD-R) theory and conservation of resources (COR) theory.

Experimental and longitudinal designs are needed to reduce the causal ambiguity of this body of mostly correlational and cross-sectional research. The authors discuss the impact of emerging advances in virtual global communication technology on the future of IBT.

More research is needed on positive aspects of IBT. Human resource (HR) people should be aware of these issues and are encouraged to decrease the deleterious aspects of the international trips and increase the positive ones.

Increasing well-being of international business travelers is important for the travelers, their families and the organization.

This is the first IBT review focused on the theoretical underpinnings of research in the field. The authors offer a model for IBT and introduce adjustment and performance as important constructs in IBT research. The authors encompass crossover theory to add the reciprocal impact of travelers and spouses and label IBT a “double-edge sword” because it arouses both positive and negative outcomes.

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.

The purpose of this study is to examine the relationship between cultural intelligence (CQ) and cross-cultural adjustment (CCA) using meta-analytic methods. The paper serves a dual purpose as it critically examines the CQ-CCA literature and provides summary effects using meta-analysis to determine how CQ and its facets affect CCA and its three dimensions.

A meta-analysis of 77 studies involving 18,399 participants was conducted to obtain the summary effects. The studies reporting the relationship of CQ and/or its facets with CCA or any of its dimensions were included in the analysis.

Results revealed that CQ (overall) and all individual CQs were positively and significantly related to CCA and its three subdimensions. Although CQ (overall) had a strong effect on CCA and moderate to strong effects on all the subdimensions of CCA, the strongest effect size was measured for the relationship of motivational CQ with CCA. Not only this, when individual CQs' relationships were assessed with the individual adjustment dimensions, the motivational aspect of CQ happened to be the most influencing factor, having a close to strong effect on interaction adjustment.

Since the study combines the results from numerous empirical research conducted over time, it avoids the limitations that an individual study has, which is carried out at a single point in time and on a limited sample.

This study adds to the academic research by critically reviewing the CQ-CCA literature. It also works as a guiding map for future research in the area. The study highlights the summary effects for each association between CQ and CCA and their dimensions, elucidating the mixed findings reported in previous research.

The purpose of this study is to examine the question of whether the repatriation adjustment process varies with different combinations of duration and purpose of international assignments.

A multiple-case study within one company was conducted based on in-depth interview data.

The authors find that learning-driven international assignments are more beneficial for career growth and receive better organizational support, as assignees are able to maintain regular communication (visibility) with the home unit. On the other hand, those on demand-driven, long-duration international assignments need to have a closer connection (integration) with employees in the host unit and find it challenging to maintain high visibility in the home unit simultaneously.

The authors contribute to existing research by highlighting that demand-driven assignees on longer assignments face greater challenges upon returning home. In addition, expatriates on short-term assignments face drastically fewer challenges than expatriates on longer assignments.

Virtual assignments, in which the virtual assignees do not relocate to host locations, but work remotely, have several advantages compared to traditional international assignments, such as enhanced flexibility, cost-efficiency and the possibility that virtual assignees can stay in their home communities. However, it is open to question whether virtual assignments are as effective as traditional assignments. The purpose of this study is to compare the ability of virtual vs traditional assignees to bridge the distance between headquarters and subsidiaries.

Based on a survey among virtual and traditional assignees, the ability to bridge multiple facets of distance is examined.

The results indicate that virtual and traditional assignees have similar abilities to bridge geographic, cultural, functional and language distance. However, traditional assignees have a higher ability to bridge emotional and temporal distance.

By applying the distance framework to virtual assignments, a new theoretical perspective is introduced and the importance of clearly disentangling distance-bridging abilities is highlighted. One practical recommendation is that, due to lower costs and reduced coordination efforts required for virtual assignments, this assignment type is preferable if the cultural, language, functional and geographic distances are the most problematic ones during international assignments.

This paper aims to integrate the perspectives of expatriation and repatriation not as two unrelated stages but rather as one integrated process.

A sample comprising 94 human resource (HR) representatives from large Taiwanese multinational corporations (MNCs) provided objective data on the organizational expatriate/repatriate practices.

The use of developmental assignments was positively related to organizational repatriate turnover, but such a positive relationship was significant only when MNCs used low levels of repatriation support practices. Organizational repatriate turnover was negatively related to employee willingness for expatriation and the use of developmental assignments increased employee willingness for expatriation. Organizational repatriate turnover was a competitive mediator between the use of developmental assignments and employee willingness for expatriation. Moreover, organizational repatriate turnover mediated the relationship when MNCs used low levels of repatriation support practices, but not when MNCs used high levels of repatriation support practices.

MNCs should ensure the use of development assignments is matched with high levels of repatriation support practices and treat expatriation and repatriation management as one integrated process.

As the world economy becomes more integrated, MNCs are increasingly challenged in their efforts to send employees abroad on expatriate assignments that are developmental by design, to reduce organizational repatriate turnover and to increase employee willingness for expatriation. However, there is a lack of understanding about how they are all linked.

In an environment of intensive global mobility, this study aims to investigate the performance role of staffing choices within diverse MNE subsidiary strategies. Incorporating the integration-responsiveness (IR) framework with a contingency perspective, this study proposes that the performance success of distinct MNE subsidiary strategies depends on staffing choices. This study argues that performance differences of staffing choices such as assigned expatriates, self-initiated expatriates, former inpatriates and host-country nationals derive from their different knowledge/experience advantages regarding the intra-firm environment and local market conditions.

The study utilizes a unique sample of 169 foreign subsidiaries located in Greece that faced the outbreak of the COVID-19 pandemic (in 2020). For robustness reasons, this study also captures the imposition of capital controls (in June 2015).

This study finds important mediating performance effects of a diversified human resource portfolio across distinct subsidiary strategies in difficult times. Integration strategy tends to use more assigned expatriates, locally responsive strategy tends to utilize more host-country nationals, whereas multi-focal strategy favors self-initiated expatriates and former inpatriates, with positive subsidiary performance effects accordingly. So, staffing policies that are suitable to balance the needs of Human Resource Management (HRM) portfolio differ from strategy to strategy. Moreover, this study finds that managing HRM diversity is crucial in turbulent times.

While the empirical evidence has been predominantly accumulated from large economies, largely neglecting performance effects of MNE subsidiary staffing in crisis contexts, the analysis sheds light on a small open economy (i.e. the Greek context) emphasizing rapidly environmental deterioration. The findings extend existing theorizing on international performance and HRM management by providing an integrative conceptual framework linking integration-responsiveness motivated strategies with distinct groups of high-quality human resources under contingency considerations, so creatively synthesizing largely fragmented IB and HRM research streams. The study provides valuable insights into the performance role of non-conventional staffing choices such as self-initiated expatriates and former inpatriates, given that relevant studies examine either exclusively expatriates or compare expatriates with host country nationals, reaching inconclusive results.

This study aims to address this unexplored influence of international assignment types on the development, transfer and utilization of career capital by assigned repatriates from host to home country. In response to existing literature gap, it aligns with the need for qualitative case studies that delve into threats to the self-reinforcement of repatriates' career capital.

By mean of a qualitative case study, this paper deepens understanding of linkages and processes in career capital development and clarify the interplay between individual interpretations of career actions and the organizational context in which they unfold. Nineteen qualitative interviews with assigned repatriates explored the impact of exposure to new career contexts.

This study provides valuable insights into the complex dynamics of career capital development and transfer during international assignments. It elucidates the impact of career context on assigned repatriates' career capital, emphasizing challenges in career capital generation, dispersion and absorption within multinational enterprises. It contributes to understanding the complexities of (new) managerial capacity development by revealing varied effects that international assignments can exert on individuals' immediate competencies and career capital.

If the assigned expatriate/repatriate’s understanding of the firm’s assignment motive, and their own motive (understanding/reason) for the assignment corresponds then expectations of outcomes can be better managed. Organizations otherwise run the risk of perpetuating inequities in the career development opportunities of employees.

Studies on career capital emphasize its qualities or examine different globally mobile employee types. Yet there's a gap in understanding how the type of assignment impacts career capital development, transfer and utilization. This research fills this void by investigating the international transfer of career capital from host to home country specifically for assigned repatriates.

Managerial discourses tend to portray work-related mobility practices in a positive light, presenting mobility assignments as a place of stimulus and differentiation. A conception of mobility as an opportunity, may contrast, in specific economies and business settings, with lived personal experiences. This article reports the results of a three-year study, aimed to question how multinational companies (MNCs) located in a small and developing European economy (Portugal) are building talent pools for expatriate assignments. Interaction effects, as proposed by the job demands-resources (JD-R) theory, are considered as lens to understand the interplay of company expatriate policies, willingness profiles and psychological contracts of expatriates. By using a Portuguese sample, the study examines whether prior findings in mature economies and consolidated MNCs can be generalized to less developed international business settings.

A three-year study, encompassing 24 expatriate cases observed in five multinational firms born or located in Portugal. Two techniques of empirical data collection were used: statistical sources and documental analysis and in-depth interviews. A total of 37 interviews were conducted, both in-person and remotely, of which 13 were with company managers and representatives, and 24 with expatriates (as defined and referred like this by the companies under study).

Heterogeneous company policies, ranging from juvenile, functionalist to more dynamic and flow-based approaches, are presented as qualifying resources of willingness levels and psychological contracts of expatriates. Observed interaction effects between policies, willingness and psychological contracts, empirically mirrored in three profiles (conformist, protean and disrupted expatriates) suggest that incentive effects (emanating from company policies) and job demand-resource balance, factored as terms of social and economic trade, are non-linear and asymmetric, influencing firm propensity to succeed while using international work to support company expansion goals. As job resources, expatriate policies are presented as operating as pull or push factors: functionalist HR approaches seem to act as push factors generating more conformist or compelled willingness profiles.

Generalization of study's outcomes has limitations. Future studies are encouraged to use comparative and longitudinal research designs. Furthermore, future research should include business expatriates with entry-level positions, and increase the number of interviewees, as results can also be considered as limited by sample size.

It is suggested that further strategic work is needed to present expatriation development value, formally screen and consider willingness level as selection criteria, and enlarge the pool (from internal to external) of candidates, in peripheral economic settings such as Portugal. A shift to more dynamic and job resource-dense policies are suggested as beneficial, as pathway to optimize social and economic value from expatriation assignments and work experiences.

By putting the interplay between macro and micro-level processes into perspective, the study provides empirical evidence on how company expatriate policies have come to promote unforeseen differentiation of employee willingness and psychological contracts at the heart of MNCs. This is particularly relevant in developing economies such as Portugal, challenging the need to build talent pools for international work assignments. Empirical data illustrating company policies interactive effects with different willingness profiles and psychological contracts of expatriates is provided.

The purpose of this paper is to explore the success factors needed for the development of global human resources from both the organisation’s and expatriates’ perspectives in emerging eastern economies. Specifically, this study focuses on pre-expatriation preparation, during-expatriation adjustment and post-expatriation repatriation.

In total, 23 Taiwanese personnel contributed to this case study. Data collected from the focus group discussion and open-ended asynchronous email interviews was analysed using the content analysis approach.

The results of this study revealed four main selection criteria for the selection process and five desired preparation methods from the organisation and the expatriates’ perspectives.

This study makes two main contributions to cross-cultural related global human resources research. Firstly, this study deepens understanding on the pathway to developing culturally intelligent global human resources for successful mission accomplishment from both the organisation and expatriates’ perspectives based on a three-phase expatriation process in emerging eastern economies. Secondly, this study provides an insight into the best practices that HR practitioners can use in developing global human resources for expatriation.