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Cited by

• 2003Managing Human Resources in Cross-Border Alliances104 cited
• 2012International Assignee Selection and Cross-Cultural Training and Development56 cited
• 1996The selection of managers for foreign assignments: A planning perspective54 cited
• 1999Hotel expatriate managers in China: selection criteria, important skills and knowledge, repatriation concerns, and causes of failure46 cited
• 2009The role of cross‐cultural absorptive capacity in the effectiveness of in‐country cross‐cultural training44 cited
• 2018A multi-level framework for understanding global talent management systems for high talent expatriates within and across subsidiaries of MNEs43 cited
• 2002Expatriate development: the use of 360‐degree feedback40 cited
• 2004EXPATRIATE RETURN ON INVESTMENT.35 cited
• 2000Cross‐cultural adjustment strategies of Japanese spouses in Silicon Valley34 cited
• 2010Establishing talent management for company’s succession planning through analytic network process: Application to an MNC semiconductor company in Taiwan29 cited
• 2008Cross Cultural Training for Expatriate Hotel Managers: An Exploratory Study21 cited
• 2014Individual-Level Accelerators of Global Leadership Development19 cited
• 2016The relationship between family adjustment and expatriate performance19 cited