Why do international assignees stay? An organizational embeddedness perspective

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The influences of perceived organizational support and motivation on self-initiated expatriates’ organizational and community embeddedness (2017, background): “, socialization tactics and mentoring) have been positively related to newcomers’ person-organization fit (Sluss & Thompson, 2012), to extensive intra-organizational networks and organizational commitment (Bozionelos, 2008; Chew & Wong, 2008), and to organizational retention (Newman, Thanacoody, & H”
Reactive Adjustment or Proactive Embedding? Multistudy, Multiwave Evidence for Dual Pathways to Expatriate Retention (2014, background): “As in the domestic literature (Mitchell et al., 2001) and consistent with recent findings for inpatriates (Reiche et al., 2011) and repatriates (Tharenou & Caulfield, 2010), embeddedness represents a total force that keeps expatriates in their international work roles.”
The Effect of International Work Experience on the Career Success of Expatriates: A Comparison of Assigned and Self‐Initiated Expatriates (2017, background): “Between a quarter and a third of the assigned expatriates resigned on repatriation (Bolino, 2007; Kraimer, Shaffer, Harrison & Hong, 2012; Reiche, Kraimer & Harzing, 2011; Suutari & Brewster, 2003) while an even larger group seriously considers doing so (Caligiuri & Lazarova 2002; Suutari &…”