"This text critically examines various models and empirical studies on international staffing and reviews the research which examines the key factors influencing the choice between parent country nationals, host country nationals and third country nationals in MNCs. It explores strategic motivations for international transfers and considers international staffing from a subsidiary and a HQ perspective. International recruitment and selection, cross-cultural training, the reasons for shortages of international management talent and the role of women in international management are also analysed." "Global Staffing goes beyond examining traditional expatriate assignments and also considers non-standard forms of international assignments such as commuter assignments, shorter-term contractual assignments and virtual assignments. It is a must-read text for students, academics and practitioners in the field of HRM."--BOOK JACKET.

List of illustrations

ix

List of contributors

xi

Foreword

xiii

List of abbreviations

xv

Introduction

1

(14)

Hugh Scullion

David G. Collings

The major themes of the book

1

(1)

Staffing in context

1

(5)

The distinctive contribution of this book

6

(3)

Part 1: Global staffing: theory and practice

9

(1)

Part 2: Global staffing: composing the international staff

10

(1)

Part 3: Global staffing: emerging themes

10

(5)

Part 1 Global staffing: theory and practice

15

(42)

Approaches to international staffing

17

(22)

David G. Collings

Hugh Scullion

Models of staffing the multinational enterprise

17

(6)

Nationality and staffing

23

(8)

Toward a more dynamic understanding of global staffing

31

(3)

Conclusion

34

(5)

Strategic motivations for international transfers: why do MNCs use expatriates?

39

(18)

David G. Collings

Hugh Scullion

Motives for using expatriates

40

(1)

Empirical evidence on the purpose of expatriate assignments

40

(1)

The purposes of expatriate assignments: theoretical insights

41

(4)

Purposes of expatriate assignments: the empirical evidence

45

(2)

Expatriate assignments: value for money?

47

(6)

Conclusion

53

(4)

Part 2 Global staffing: composing the international staff

57

(100)

International recruitment and selection

59

(28)

Hugh Scullion

David G. Collings

Expatriate failure

59

(4)

Linking expatriate failure and adjustment

63

(1)

Expatriate adjustment

63

(4)

The core competencies of international managers

67

(4)

The selection of international managers in practice

71

(2)

Alternative resourcing approaches

73

(3)

Methods of attracting and sourcing international managers

76

(5)

Methods of selecting international managers

81

(2)

Conclusion

83

(4)

International talent management

87

(30)

Hugh Scullion

David G. Collings

Constraints on the supply of international managers

88

(6)

International talent management and the role of the corporate HR function

94

(3)

Managing the talent pipeline in the international firm

97

(7)

The competencies required for the HR function and the IHRM function

104

(1)

What are the competencies which will be required for the international HRM role in the future?

105

(2)

The challenge of developing transnational managers

107

(2)

Global mindset

109

(3)

Conclusion

112

(5)

Cross-cultural training

117

(22)

Emma Parkinson

Michael J. Morley

Defining and classifying cross-cultural training

118

(2)

The role of cross-cultural training in international staffing

120

(4)

Forms of cross-cultural training: experiential, cognitive and integrated approaches

124

(7)

The efficacy of cross-cultural training

131

(1)

Conclusion

132

(7)

Localisation: societies, organisations and employees

139

(18)

Wes Harry

David G. Collings

The changing meaning of local responsiveness in international business

140

(4)

Localisation of human resources

144

(6)

Localisation in practice

150

(3)

Conclusion

153

(4)

Part 3 Global staffing: emerging themes

157

(54)

Alternative forms of international assignments

159

(19)

Hugh Scullion

David G. Collings

Reasons for the development of more flexible forms of global staffing

161

(2)

International business travellers

163

(2)

Global virtual teams

165

(5)

Inpatriates: an emerging source of international management talent

170

(3)

Conclusion

173

(5)

Women in international management

178

(18)

Margaret Linehan

Profile of expatriate managers

179

(1)

The international transfer cycle

179

(4)

The impact of gender on women managers' international careers

183

(2)

Women international managers and marital status

185

(1)

Work-family conflict and women international managers

186

(2)

Do female managers want international careers?

188

(2)

Breaking the glass ceiling and glass border

190

(1)

Conclusion

191

(5)

Repatriation: the frequently forgotten phase of an international assignment

196

(15)

Margaret Linehan

Repatriation problems

197

(3)

Additional difficulties faced by repatriated female international managers

200

(4)

Career issues on repatriation

204

(2)

Conclusions

206

(5)

Index

211

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