International assignment experience at the top can make a bottom‐line difference

By Mason A. Carpenter, W. G. Sanders, H. Gregersen. 2000

133 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/52c1d94f8535d29b9480934fbb54d360e64ac7bd

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. Robert L. Engle
2. Vesa Suutari
3. Kimmo Riusala
4. Kerri Anne Crowne
5. Jiun-Shiu Chen
6. Al S. Lovvorn

In Organizational Behavior and Human Resource Management

1. Vesa Suutari
2. Robert L. Engle
3. Kerri Anne Crowne
4. Tiina Jokinen

In Strategy and Management

1. Vesa Suutari
2. Robert L. Engle
3. Kerri Anne Crowne
4. Tiina Jokinen

Citations in the corpus

• The impact of international experience on cultural intelligence: an application of contact theory in a structured short-term programme (2014, background): “…are considered valuable for knowledge sharing (Makela 2007; Manev and Stevenson 2001) and are thought to create competitive advantage for a firm (Carpenter, Sanders, and Gregersen 2000, 2001); however, they are expensive (Black and Gregersen 1999; Johnson, Lenartowicz, and Apud 2006; Krell…”
• Cultural exposure, emotional intelligence, and cultural intelligence (2013, background): “These assignments are considered valuable for many reasons including knowledge sharing (Makela, 2007; Manev and Stevenson, 2001) and it is believed they can create a competitive advantage for a firm (Carpenter et al., 2000, 2001), but there may be other benefits that have not been explored.”
• Career anchors of managers with global careers (2004, unknown): “In this context, international assignments are seen as one of the key development methods through which international competencies can be developed ( Carpenter et al. , 2000”
• Global leadership competencies: a review and discussion (2005, background): “expatriation or international assignments, travel or participation in teams/task forces/action learning groups with people with diverse backgrounds (see also Carpenter et al. , 2000”
• International knowledge transfers through expatriates (2004, background): “He has specialized on cross-cultural management and international HRM. E-mail: vesa.suutari@uwasa.fi. nation on a worldwide basis (Svensson, 2001) require effective management of knowledge across borders.”