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The coffee-machine system: how international selection really works
5 references·16 citing·47 second hop
The coffee-machine system: how international selection really works (1999)The coffee-machine system: how internatio…The Management of Expatriates (1989)The Management of ExpatriatesExpatriate Selection, Training and Career‐Pathing: A Review and Critique (1987)Expatriate Selection, Trainin…The Dimensions of Expatriate Acculturation: A Review (1985)The Dimensions of Expatriate …Selection and Training Procedures of U.S., European, and Japanese Multinationals (1982)Selection and Training Proced…Living abroad : personal adjustment and personnel policy in the overseas setting (1982)Living abroad : personal adju…The shifting boundaries of global staffing: integrating global talent management, alternative forms of international assignments and non-employees into the discussion (2017)The shifting boundaries of gl…Talent management and expatriation: Bridging two streams of research and practice (2013)Talent management and expatri…Seven myths of global talent management (2013)Seven myths of global talent …Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities (2013)Integrating global mobility a…Why do international assignees stay? 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(2001)Recognizing the important role of self-initiated expatriates in effective global talent management (2015)Talent management motives and practices in an emerging market: A comparison between MNEs and local firms (2016)Green talent management to unlock sustainability in the oil and gas sector (2019)The persistent myth of high expatriate failure rates (1995)The Multicultural Personality Questionnaire: Reliability and Validity of Self- and Other Ratings of Multicultural Effectiveness (2001)The Effectiveness of Expatriate Coping Strategies: The Moderating Role of Cultural Distance, Position Level, and Time on the International Assignment. (2005)EXPATRIATES' PSYCHOLOGICAL WITHDRAWAL FROM INTERNATIONAL ASSIGNMENTS: WORK, NONWORK, AND FAMILY INFLUENCES (1998)Institutional Environments, Staffing Strategies, and Subsidiary Performance (2007)An Integrative Framework of Strategic International Human Resource Management (1993)An integrative framework of strategic international human resource management (1993)Strategic human resource management: integrating the universalistic, contingent, configurational and contextual perspectives (2005)
this work references cited by second hop

References

  • 1985The Dimensions of Expatriate Acculturation: A Review1,191 cited
  • 1982Selection and Training Procedures of U.S., European, and Japanese Multinationals615 cited
  • 1987Expatriate Selection, Training and Career‐Pathing: A Review and Critique453 cited
  • 1982Living abroad : personal adjustment and personnel policy in the overseas setting416 cited
  • 1989The Management of Expatriates232 cited

Cited by

  • 2013Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities300 cited
  • 2004Expatriate failure: time to abandon the concept?204 cited
  • 2013Talent management and expatriation: Bridging two streams of research and practice193 cited
  • 2009Expatriate practices in German, Japanese, U.K., and U.S. multinational companies: A comparative survey of changes184 cited
  • 2005The personal quest for building global competence: A taxonomy of self-initiating career path strategies for gaining business experience abroad180 cited
  • 2013Seven myths of global talent management178 cited
  • 2009The relative importance of motives for international self‐initiated mobility176 cited
  • 2001The management of expatriates: messages from Europe?176 cited
  • 2009Selection for international assignments176 cited

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  • 2008The expatriate family: an international perspective173 cited
  • 2005The personal characteristics of the successful expatriate168 cited
  • 2004Career management issues for flexpatriate international staff158 cited
  • 2011Why do international assignees stay? An organizational embeddedness perspective148 cited
  • 2017The shifting boundaries of global staffing: integrating global talent management, alternative forms of international assignments and non-employees into the discussion128 cited
  • 2011Gender, globalisation and development: a re-evaluation of the nature of women's global work118 cited
  • 2008Determinants of the success of international assignees as knowledge transferors: a theoretical framework116 cited