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What makes expatriate assignments successful?
16 references·0 citing·47 second hop
What makes expatriate assignments successful? (2000)What makes expatriate assignments success…The Academic Work Environment in Australian Universities: A motivating place to work? (2002)The Academic Work Environment…International compensation practices: a ten‐country comparative analysis (2002)International compensation pr…Intercultural communication and mediation: A framework for analysing the intercultural competence of Chinese tour guides (2002)Intercultural communication a…The relationship of training motivation to participation in training and development (2001)The relationship of training …The Importance of Stakeholders According to Business Leaders (2001)The Importance of Stakeholder…SERVICE CHARTERS - GLOBAL CONVERGENCE OR NATIONAL DIVERGENCE? A comparison of initiatives in Australia, the United Kingdom and the United States (2001)SERVICE CHARTERS - GLOBAL CON…Triumphs and tragedies: expectations and commitments upon repatriation (2000)Triumphs and tragedies: expec…The myth of the 'international manager' (2000)The myth of the 'internationa…THE BIG FIVE PERSONALITY CHARACTERISTICS AS PREDICTORS OF EXPATRIATE'S DESIRE TO TERMINATE THE ASSIGNMENT AND SUPERVISOR‐RATED PERFORMANCE (2000)THE BIG FIVE PERSONALITY CHAR…Human resource management strategies and practices in Just-In-Time environments: Australian case study evidence (2000)Human resource management str…Expatriate staffing in foreign subsidiaries of Japanese multinational corporations in the PRC and the United States (2000)Expatriate staffing in foreig…The Right Way to Manage Expats (1999)The Right Way to Manage ExpatsStructural equation modeling with Lisrel: application in tourism (1999)Structural equation modeling …A cultural analysis of Japanese tourists: challenges for tourism marketers (1999)A cultural analysis of Japane…INTERNATIONAL HUMAN RESOURCE MANAGEMENT PRACTICES: THE CHALLENGE OF EXPATRIATION (1998)INTERNATIONAL HUMAN RESOURCE …Culture's Consequences: International Differences in Work-Related Values. 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this work references cited by second hop

References

  • 1983Culture's Consequences: International Differences in Work-Related Values.15,062 cited
  • 2000THE BIG FIVE PERSONALITY CHARACTERISTICS AS PREDICTORS OF EXPATRIATE'S DESIRE TO TERMINATE THE ASSIGNMENT AND SUPERVISOR‐RATED PERFORMANCE641 cited
  • 1999The Right Way to Manage Expats473 cited
  • 1999Structural equation modeling with Lisrel: application in tourism322 cited
  • 2001The relationship of training motivation to participation in training and development267 cited
  • 2000The myth of the 'international manager'189 cited
  • 2000Expatriate staffing in foreign subsidiaries of Japanese multinational corporations in the PRC and the United States188 cited
  • 2002The Academic Work Environment in Australian Universities: A motivating place to work?181 cited
  • 1999A cultural analysis of Japanese tourists: challenges for tourism marketers158 cited
  • 2002Intercultural communication and mediation: A framework for analysing the intercultural competence of Chinese tour guides142 cited
  • 2000Triumphs and tragedies: expectations and commitments upon repatriation115 cited
  • 2002International compensation practices: a ten‐country comparative analysis112 cited
  • 2001The Importance of Stakeholders According to Business Leaders92 cited
  • 2001SERVICE CHARTERS - GLOBAL CONVERGENCE OR NATIONAL DIVERGENCE? A comparison of initiatives in Australia, the United Kingdom and the United States

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63 cited
  • 2000Human resource management strategies and practices in Just-In-Time environments: Australian case study evidence57 cited
  • 1998INTERNATIONAL HUMAN RESOURCE MANAGEMENT PRACTICES: THE CHALLENGE OF EXPATRIATION50 cited
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