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Repatriation in Australian organisations: Effects of function and value of international assignment on program scope

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References

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2001Retaining repatriates: the role of organizational support practices346 cited
2002International Assignments for Career Building: A Model of Agency Relationships and Psychological Contracts332 cited
1989Repatriation of Corporate Executives: An Empirical Study260 cited
1993Expatriation, Repatriation, and Domestic Geographical Relocation: An Empirical Investigation of Adjustment to new Job Assignments225 cited

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2002Testing the cultural identity model of the cultural transition cycle: sojourners return home202 cited

2002Expatriation and repatriation in MNCs: a taxonomy159 cited

Cited by

2011Multinational enterprises in Australia: Two decades of international human resource management research reviewed35 cited
2016Repatriate Knowledge Transfer: A Systematic Review of the Literature23 cited
2021International and comparative human resource management: an Asia‐Pacific perspective23 cited
2023A potential paradigm shift in global mobility? The impact of the COVID-19 pandemic19 cited
2009Resilience in re-entering missionaries: why do some do well?16 cited
2021Knowledge sharing behaviour of overqualified repatriates15 cited
2020The organizational value of international assignments – the relational underpinning15 cited
2014Cross‐cultural self‐preparation of Australian self‐initiated expatriates for working and living in South Korea: ‘Stumped like a bonsai: A show of what could have been’11 cited