Expatriate Selection: A Historical Overview and Criteria for Decision-Making

Abstract

Abstract Purpose The International Human Resource Management literature has paid less attention to the selection of expatriates and the decision-making criteria with regard to such selection, than to issues relating to expatriates’ role, performance, adjustment, success, and failure. Yet, before expatriates commence their assignments, they need to be selected. The purpose of this book chapter is to provide an overview of issues related specifically to expatriate selection. In particular, the chapter traces the chronological development of selection over the last five decades or so, from prior to 1970 until present. The chapter subsequently identifies five expatriate selection criteria that have been applied in regard to traditional international assignments, but are also relevant to alternative assignments. Methodology/approach We begin by reviewing expatriate selection historically and its position within expatriate management based on changing business environments. Then, drawing from over five decades of literature on international assignments, we identify and discuss five organizational, individual, and contextual level criteria for selecting expatriates. Findings Emphasis on different issues tends to characterize expatriate selection during the various decades since the literature has taken up the topic. The chapter describes those issues, following a chronological perspective. In addition, the chapter organizes the various selection criteria in five clusters: organization philosophy, technical competence, relational abilities, personal characteristics, and spouse and family situation. Research limitations and practical implications While there are studies on expatriate selection, there is more to be understood with regard to the topic. Provided all other expatriation phases are subsequent, if selection is not understood in detail, the foundations of studying phases and processes that take place once expatriates are selected may not be sound. While the scholarly conversations of other expatriate-related issues should continue, the international human resource management literature can absorb more analyses on selection. A better understanding of expatriate selection will assist its better management. The chapter provides a basis for human resource management professionals to be able to map the various criteria for selection, and decide, under particular circumstances, which ones to prioritize and why. Originality/value The chapter brings clarity to a topic that has remained less researched when compared to other areas of interest related to expatriates and their international assignments by tracing the historical development of this important phase of the expatriation process. In addition, the chapter organizes a number of selection criteria along five core areas and discusses each of them to gain insights that help explain expatriate selection in greater detail.

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