International assignment experience at the top can make a bottom-line difference

This article addresses the question of whether international assignment experience in the top management team makes a bottom‐line difference. Based on the premise and observations that executive international assignment experience is rare, valuable, and hard to imitate, we suggest that in the right...

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Bibliographic Details
Published in:Human resource management 2000, Vol.39 (2-3), p.277-285
Main Authors: Carpenter, Mason A., Sanders, Wm. Gerard, Gregersen, Hal B.
Format: Article
Language:English
Subjects:
Chief executive officers
Competitive advantage
Cooperation
Employees
Executives
Expatriate employees
Foreign subsidiaries
Human resource management
International
Leadership
Managerial skills
Multinational corporations
Professional recruitment
Succession planning
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Summary:This article addresses the question of whether international assignment experience in the top management team makes a bottom‐line difference. Based on the premise and observations that executive international assignment experience is rare, valuable, and hard to imitate, we suggest that in the right organizational context, it can create competitive advantage. The authors show how such experience can benefit companies and executives financially and discuss how companies can help ensure a supply of internationally seasoned candidates for future executive positions. © 2000 John Wiley & Sons, Inc.
ISSN:0090-4848
1099-050X
DOI:10.1002/1099-050X(200022/23)39:2/3<277::AID-HRM15>3.0.CO;2-0