When expatriates explore other options: Retaining talent through greater job embeddedness and repatriation adjustment

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Talent management: Current theories and future research directions (2014, background): “In this regard, Shen and Hall (2009) consider GTM as having to cope with deploying the competencies and managing the talent of expatriate employees anytime and anywhere in the world.”
The development and validation of a measure for protean career orientation (2014, background): “Bearing in mind the relevance of proactivity to career success (Seibert et al. 1999), this can also mean that people with a high protean career orientation would have a higher tendency to change their job or career (Shen and Hall 2010).”
The Effect of International Work Experience on the Career Success of Expatriates: A Comparison of Assigned and Self‐Initiated Expatriates (2017, result): “In addition, our findings support the messages from the repatriation research that careful repatriation policies for both assigned and self-initiated expatriates that increase the retention among the group would pay dividends (Shen & Hall, 2009; Jassawalla & Sashittal, 2009).”