Research on Self-Initiated Expatriation: History and Future Directions

Abstract

As companies increase their international operations, the need to develop employees and leaders with global competencies becomes a top priority ( Black, Morrison, & Gregersen, 1999b ; Black, Gregersen, Mendenhall, & Stroh, 1999a ; Connor, 2000 ; Kohonen, 2005 ; Suutari, 2003 ). Globally competent managers are characterized by the ability to interact effectively with people who are culturally different, to deal with various competitive and political environments, and to see rapid change and uncertainty as an opportunity ( Early & Ang, 2003 ; Evans, Pucik, & Barsoux, 2002 ). International work experience is seen as the most powerful instrument to develop these competencies ( Black et al., 1999a ; 1999b ; Evans et al., 2002 ). Therefore, international business skill development and foreign work experience are increasingly viewed as part of career progression by both multinational companies (MNCs) and employees (e.g. Evans et al., 2002 ; Stahl, Miller, & Tung, 2002 ; Suutari & Brewster, 2000 ; Vance, 2005 ) and as a prerequisite to senior management positions ( Forster, 2000 ; Morrison, Gregersen, & Black, 1999 ).

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