Individual differences and expatriate assignment effectiveness: The case of U.S.-based Korean expatriates

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Senior expatriate leadership's effects on innovation and the role of cultural intelligence (2009, unknown): “…various aspects of expatriate management, such as attributes affecting expatriate performance (Tung, 1998a), staffing issues (Collings, Scullion, & Morley, 2007; Tung, 1998b), careers (Stahl, Miller, & Tung, 2002; Vance, 2005), and effectiveness (Kim & Slocum, 2008; Sunkyu & Gentry, 2005).”
Cross-cultural adjustment of expatriates: The role of emotional intelligence and gender (2014, result): “…(Black, 1990; Lii & Wong, 2008); socio-ability and flexibility (Black & Stephens, 1989); interpersonal and social skills (Hechanova, Beehr, & Christiansen, 2003); language skills (Kim & Slocum, 2008); and, recently, cultural intelligence (Rose, Ramadu, Uli, & Kumar, 2010; Wu & Ang, 2011) on CCA.”
Enhancing expatriates’ assignments success: the relationships between cultural intelligence, cross-cultural adaptation and performance (2020, background): “Prior research suggested that CCA might mediate the association between CQ and performance (Kim and Slocum 2008;Wang and Takeuchi 2007).”
Host country language ability and expatriate adjustment: the moderating effect of language difficulty (2015, background): “Besides, an obvious alternative to language training is to select expatriate candidates already proficient in the language in question (Lester 1994 ; Kim and Slocum 2008 ).”