Developing Global Leaders: Expatriation in the Talent Management Equation

  • Noeleen Doherty


What makes a great global leader? The concept of leadership is neither simple nor static and the global business context adds a layer of complexity to the leadership development and talent management equation. Currently high performing global leaders need to be individuals of sound character who have the potential to develop distinctive competencies such as a global perspective, cultural sensitivity and self-knowledge in addition to the broad foundation of skills and knowledge vital to operating across different contexts (Brownell, 2006).


Human Resource Management Talent Management Global Leader Employer Branding International Assignment 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. C.A. Bartlett and S. Ghoshal, The Transnational Organisation (Chicago: Richard D. Irwin Inc, 1997).Google Scholar
  2. Y. Baruch, ‘Career development in organisations and beyond: Balancing traditional and contemporary viewpoints’, Human Resource Management Review, 16 (2006) 125–138.CrossRefGoogle Scholar
  3. M.C. Bolino and D.C. Feldman, ‘Increasing the skill utilisation of expatriates’, Human Resource Management 39(4) (2000) 367–379.CrossRefGoogle Scholar
  4. J. Bonache and C. Brewster, ‘Knowledge transfer and the management of expatriation’, Thunderbird International Business Review, 43(1) (2001) 145–168.CrossRefGoogle Scholar
  5. J. Bonache and C. Zárraga-Oberty, ‘Determinants of the success of international assignees as knowledge transfers: A theoretical framework’, International Journal of Human Resource Management 19(1) (2008), 1–18.CrossRefGoogle Scholar
  6. J. Bonache, C. Brewster and V. Suutari, ‘Expatriation: A developing research agenda’, Thunderbird International Business Review, 43(1) (2001) 3–20.CrossRefGoogle Scholar
  7. A.B. Bossard and R.B. Peterson, ‘The repatriate experience as seen by American expatriates’, Journal of World Business, 40(1) (2005) 9–28.CrossRefGoogle Scholar
  8. J. Brownell, ‘Meeting the competency needs of global leaders: A partnership approach’, Human Resource Management, 45(3) (2006) 309–336.CrossRefGoogle Scholar
  9. C. Brewster, P. Sparrow and H. Harris, ‘Towards a new model of globalizing HRM’, International Journal of Human Resource Management, 16(6) (2005) 949–970.CrossRefGoogle Scholar
  10. P. Caligiuri, ‘Developing global leaders’, Human Resource Management Review, 16(2) (2006) 219–228.CrossRefGoogle Scholar
  11. M.A. Carpenter, Wm.G Sanders and H.B. Gregersen, ‘International assignment experience at the top can make a bottom-line difference’, Human Resource Management, 39(2&3) (2000) 277–285.CrossRefGoogle Scholar
  12. M.A. Carpenter, Wm.G. Sanders and H.B. Gregersen, ‘Bundling human capital with organisational context: The impact of international assignment experience on multinational firm performance and CEO pay’, Academy of Management Journal, 44(3) (2001) 493–511.CrossRefGoogle Scholar
  13. B.C. Derr and G.R. Oddou, ‘Are US multinationals adequately preparing future American leaders for global competition?’, International Journal of Human Resource Management, 2(2) (1991) 227–244.CrossRefGoogle Scholar
  14. M. Dickmann, N. Doherty and A. Johnson, Measuring the Value of International Assignments (Cranfield School of Management, Cranfield: Report for PriceWaterhouseCoopers, December 2006).Google Scholar
  15. M. Dickmann, N. Doherty and T. Mills, Understanding Mobility — Influence Factors in the Decision to Accept an International Assignment, Repatriation Issues and Long-Term Career Considerations (Geodesy, Cranfield School of Management, Cranfield: Report for PriceWaterhouseCoopers, October 2005).Google Scholar
  16. M. Dickmann, N. Doherty, T. Mills and C. Brewster, ‘Why do they go? Individual and corporate perspectives on the factors influencing the decision to accept and international assignment’, International Journal of Human Resource Management, 19(4) (2008).Google Scholar
  17. N. Doherty, M. Dickmann and C. Brewster, ‘Using the career capital of international assignments back home. The “Career Wobble’”, Paper presented at the British Academy of Management Conference, Belfast, 12–14 September, 2006.Google Scholar
  18. N. Doherty and M. Dickmann, ‘Managing the career wobble of repatriates’, Developing HR Strategy, July 13 (2007).Google Scholar
  19. P.J. Dowling, D.E. Welch and R.S. Schuler, International Human Resource Management Managing People in a Multinational Context (Cincinnati: Southwestern College Publishing, 1999).Google Scholar
  20. P.J. Dowling and D.E. Welch, International Human Resource Management (4th Edition) (London: Thomson, 2004).Google Scholar
  21. P.C. Earley and S. Ang, Cultural Intelligence: Individual Interactions across Cultures (Stanford, CA: Stanford University Press, 2003).Google Scholar
  22. A. Edstrom and J.R. Galbraith, ‘Transfer of mangers as a coordination and control strategy in multinational organisations’, Administrative Science Quarterly, 22(2) (1977) 248–263.CrossRefGoogle Scholar
  23. P. Evans, V. Pucik and J.L. Barsoux, The Global Challenge: Frameworks for International Human Resource Management (London: McGraw-Hill, 2002).Google Scholar
  24. H.B. Gregersen, A.J. Morrison and J.S. Black, ‘Developing leaders for the global frontier’, Sloan Management Review, Fall (1998) 21–32.Google Scholar
  25. H.B. Gregersen, A.J. Morrison and M.E. Mendenhall, ‘Guest editors’ introduction’, Human Resource Management, 39(2 and 3) (2000) 115–116.CrossRefGoogle Scholar
  26. J.P. Guthrie, ‘High-involvement work practices, turnover and productivity: Evidence from New Zealand’, Academy of Management Journal, 44 (2001) 180–190.CrossRefGoogle Scholar
  27. H. Harris, C. Brewster and P. Sparrow, International Human Resource Management (London: CIPD, 2003).Google Scholar
  28. M.C. Harvey and M.M. Novicevic, ‘The development of political skill and political capital by global leaders through global assignments’, International Journal of Human Resource Management, 15(7) (2004) 1173–1188.CrossRefGoogle Scholar
  29. H.H. Larsen, ‘Global career as dual dependency between the organisation and the individual’, Journal of Management Development, 23(9) (2004) 860–869.CrossRefGoogle Scholar
  30. M. Lazarova and P. Caligiuri, ‘Retaining repatriates: The role of organisational support practices’, Journal of World Business, 36(4) (2001) 389–402.CrossRefGoogle Scholar
  31. R.E. Lewis and R.J. Heckman, ‘Talent management: A critical review’, Human Resource Management Review, 16 (2006) 139–154.CrossRefGoogle Scholar
  32. M. Mendenhall, ‘New perspectives on expatriate adjustment and its relationship to global leadership development’, in M. Mendenhall, T. Kuhlmann and G. Stahl (eds), Developing Global Business Leaders: Policies, Processes and Innovations (Westport, CT: Quorum Books, 2001, 1–16).Google Scholar
  33. M. Mendenhall, ‘The elusive, yet critical challenge of developing global leaders’, European Management Journal, 24(6) (2006) 422–429.CrossRefGoogle Scholar
  34. Y. McNulty and P. Tharenou, ‘Expatriate return on investment: A definition and antecedents’, International Studies of Management and Organisation, 34(3) (2004) 68–95.Google Scholar
  35. G.R. Oddou and M.E. Mendenhall, ‘Succession planning for the 21st century: How well are we grooming our future business leaders?’, Business Horizons, 34(1) (1991) 26–35.CrossRefGoogle Scholar
  36. G.R. Oddou, M.E. Mendenhall and J.B. Ritchie, ‘Leveraging travel as a tool for global leadership development’, Human Resource Management, 39(2/3) (2000) 159–172.CrossRefGoogle Scholar
  37. T. Peltonen, ‘Repatriation and career systems: Finnish public and private sector repatriates in their career lines’, in C. Brewster and H. Harris (eds), International HRM: Contemporary Issues in Europe (London: Routledge, 1999).Google Scholar
  38. J. Pickard, Repatriation: Factors Related to Individuals Expectations of International Assignments (Cranfield University, UK: PhD Thesis, 1999).Google Scholar
  39. H. Scullion and K. Starkey, ‘The changing role of the corporate human resource function in the international firm,’ International Journal of Human Resource Management, 11 (2000) 1061–81.CrossRefGoogle Scholar
  40. P. Sparrow, ‘Globalisation of HR at function level: Four case studies of the international recruitment, selection and assessment process’, International Journal of Human Resource Management, 18(5) (2007) 845–867.CrossRefGoogle Scholar
  41. P. Sparrow, C. Brewster and H. Harris, Globalising Human Resource Management (London: Routledge, 2004).Google Scholar
  42. G.K. Stahl and J. Cerdin, ‘Global careers in French and German multinational corporations’, Journal of Management Development, 23(9) (2004) 885–902.CrossRefGoogle Scholar
  43. G.K. Stahl, E. Miller and R. Tung, ‘Toward the boundaryless career: A closer look at the expatriate career concept and the perceived implications of an international assignment’, Journal of World Business, 37 (2002) 216–227.CrossRefGoogle Scholar
  44. L. Stroh, J. Black, M. Mendenhall and H. Gregersen, International Assignments: An Integration of Strategy, Research, & Practice (New Jersey: Lawrence Erlbaum Associates, 2005).Google Scholar
  45. L.K. Stroh, H.B. Gregersen and J.S. Black, ‘Closing the gap: Expectations versus reality among expatriates’, Journal of World Business, 11(4) (1998) 681–697.Google Scholar
  46. V. Suutari and C. Brewster, ‘Repatriation: Empirical evidence from a longitudinal study on careers and expectations among Finnish expatriates’, International Journal of Human Resource Management, 14(7) (2004) 1132–1151.CrossRefGoogle Scholar
  47. M. Tahvanainen, D. Welch and V. Worm, ‘Implications of short-term international assignments’, European Management Journal, 23(6) (2005) 663–673.CrossRefGoogle Scholar
  48. D.C. Thomas, M.B. Lazarova and K. Inkson, ‘Global careers: New phenomenon or new perspectives’, Journal of World Business, 40(4) (2005) 340–347.CrossRefGoogle Scholar
  49. R.L. Tung, ‘A contingency framework of selection and training of expatriates revisited’, Human Resource Management Review, 8(1) (1998) 23–38.CrossRefGoogle Scholar
  50. D. Welch, ‘Globalisation of staff movements: Beyond cultural adjustment’, Management International Review, 43(2) (2003) 149–169.Google Scholar
  51. A. Yan, G. Zhu and D. Hall, ‘International assignments for career building: A model of agency relationships and psychological contracts’, Academy of Management Review, 27(3) (2002) 373–391.Google Scholar

Copyright information

© Noeleen Doherty 2008

Authors and Affiliations

  • Noeleen Doherty

There are no affiliations available

Personalised recommendations