International assignments have become an important part of managers' careers and are considered one of the most effective leadership development tools. Yet, studies consistently show that companies fail to integrate international assignments with long-term career development and succession planning, and that a substantial percentage of expatriates leave the company upon completion of the international assignment. 1,779 international assignees participated in a study that examined the factors associated with expatriate turnover intentions. The results indicate the importance of differentiating between two types of international assignments: developmental (or learning-driven) and functional (or demand-driven) assignments. Depending on the type of assignment, assignees differ in the factors that push and pull them towards an international assignment; the perceived career advancement opportunities inside and outside the company; and the willingness to quit. While the vulnerability to turnover varies depending on the type of assignment, two sets of variables were found to play a key role in international assignees' willingness to leave, regardless of the assignment type: the perceived company-provided support, including the perceived effectiveness of repatriation practices; and the career advancement opportunities within the company relative to those available outside the company. The implications for research and practice are discussed.
|出版ステータス||Published - 2008 12月 1|
|イベント||68th Annual Meeting of the Academy of Management, AOM 2008 - Anaheim, CA, United States|
継続期間: 2008 8月 8 → 2008 8月 13
|Conference||68th Annual Meeting of the Academy of Management, AOM 2008|
|Period||08/8/8 → 08/8/13|
ASJC Scopus subject areas