Toward the boundaryless career: a closer look at the expatriate career concept and the perceived implications of an international assignment

By Günter K. Stahl, E. Miller, Rosalie L. Tung. 2002

534 citations recorded by the source corpus.

Subfields: Communication, Education, Political Science and International Relations

View Paper: https://www.semanticscholar.org/paper/f22b19e231a1cfb15758bdad02220e9f13548a7c

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Citations in the corpus

The role of international assignees' social capital in creating inter-unit intellectual capital: A cross-level model (2009, background): “dual-career issues (Harvey, 1998), but it may also reflect protean career tendencies among assignees (Stahl et al., 2002) which may lead to opportunistic behavior.”
Global leadership competencies: a review and discussion (2005, background): “Yet, whereas the “hard” competencies gained through experience may become obsolete, the development of the “soft side” during foreign assignments may still increase the predictive value of the previous experience (see i.e. Stahl et al. 2002, Inkson and Arthur, 1997.”
Is expatriation good for my career? The impact of expatriate assignments on perceived and actual career outcomes (2008, background): “While there have been no direct examinations of objective data on the short-term career outcomes of expatriates and repatriates, there have been a number of surveys asking whether expatriates perceive that international experience has been beneficial for their careers at their present employers (e.g”
Expatriate assignments and intra-organizational career success: implications for individuals and organizations (2007, background): “common for organizations to assign their employees to extended work assignments overseas (Stahl et al., 2002).”
Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives (2007, background): “…indicates that international assignees’ perceive the value of the assignment to be in developing individual competence which can be transferred across organizations and which is valued in the external labor market (DeFillippi & Arthur, 1996; Parker & Inkson, 1999; Stahl, Miller, & Tung, 2002).”
Why do they go? Empirical evidence of employees' motives for seeking or accepting relocation (2009, background): “…could be divided into four more specific categories: ‘leading to a more mature personality’; ‘reducing ethnocentrism, narrow-mindedness and intolerance’; ‘enabling one to develop a global mindset’; and ‘forcing one to take initiative and assume responsibility’ (Stahl et al. 2002, p. 223).”
International knowledge transfers through expatriates (2004, background): “Thus, the emphasis of this track of research is increasingly on identifying what kind of learning takes place during the international assignments and on what kind of connection between international assignments and careers after the assignment there is or there could be when developing a global man”
Beyond Hofstede and GLOBE: Improving the quality of cross-cultural research (2010, background): “, 2004), Trompenaars and Hampden-Turner’s (1997), Inglehart and associates’ World Values Survey (Inglehart, 1997), and Schwartz’ (1994) values survey, are all premised on the assumption of cultural homogeneity within a given country.”