International Assignments for Career Building: A Model of Agency Relationships and Psychological Contracts

By Aimin Yan, Guorong Zhu, D. Hall. 2002

329 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9e703d2a1ad1605d014403b6cc0821f4152175cb

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Citations in the corpus

The development and validation of a measure for protean career orientation (2014, background): “Understanding employees’ career orientation could help realizing possible inclinations to go through changes, for example, opting for expatriation position (Yan and Hall 2002; van der Heijden, van Engen and Paauwe 2009).”
The interaction of expatriate pay differential and expatriate inputs on host country nationals' pay unfairness (2009, background): “Improving the control, coordination and learning capabilities of local units undoubtedly justify an extensive use of expatriates (Edstrom and Galbraith 1977; Boyacilliger 1990; Yan et al. 2002; Bonache and Pla 2005).”
Job satisfaction among expatriates, repatriates and domestic employees (2005, background): “These findings support the emerging notion of "boundaryless careers" (Arthur and Rousseau, 1996), which are managed more by the person than by the organization and is characterized by more interorganizational mobility than the traditional career (Yan et al., 2002).”
Theorizing the meaning(s) of ‘expatriate’: establishing boundary conditions for business expatriates (2016, background): “…‘expatriation’ (see as examples Kraimer et al., 2016, p. 17; Kraimer, Shaffer, Harrison, & Ren, 2012, p. 404; Thomas, Lazarova, & Inkson, 2005, p. 341; Yan et al., 2002, p. 373); or where a suite of studies by the same author has used interchangeable terms, e.g. expatriates/international…”
Human resources development practices and their association with employee attitudes: Between traditional and new careers (2007, background): “This confirms the well known finding that 70–80 per cent of development occurs on the job (Yan et al., 2002).”
National culture and expatriate deployment (2008, unknown): “Applying an agency perspective to the multinational context, headquarters can be viewed as playing the role of the principal, while the subsidiary is cast in the role of the agent (O’Donnell, 2000; Yan et al., 2002).”
Exploring the motives of company-backed and self-initiated expatriates (2011, background): “Potential career benefits have substantial currency for those backed by a company where the impetus for the assignment may be explicitly linked to development, in particular grooming as a future senior manager (Yan et al. 2002; Doherty 2008).”