4 Do you think that there are variations among MNCs from different countries in
view of how much they value international experience? If yes, why do you
believe such differences exist?
9 FURTHER READING
- Black, J.S., Gregersen, H.B. and Mendenhall, M.E. (1992). ‘Toward a theoretical framework
of repatriation adjustment’.Journal of International Business Studies, 24: 737–760.
The article argues that repatriation adjustment is not only costly, but is also theoretically dif-
ferent from domestic relocation and expatriation adjustments in both degree and kind. Given
the costs associated with poor repatriation adjustment and the conceptual characteristics of
repatriation adjustment, a preliminary model of repatriation adjustment is proposed and
some important relationships and outcomes are discussed. The underlying theoretical
process for antecedents of repatriation adjustment is that of reducing uncertainty through
predictive and behavioral control. Factors are divided into four categories and are hypothe-
sized to influence three separate facets of repatriation adjustment (work, interaction, and
general adjustment). - Conference Board (1996). Managing Expatriates’ Return (Report Number
1148–96–RR). New York: The Conference Board, Inc.
The Report provides some statistics on variables related to the repatriation process and sug-
gests ‘best practices’ such as integrating global assignments into succession and career plan-
ning, managing expatriates’ expectations, and facilitating spouse and family repatriation. Case
studies and best practice examples from Ciba-Geigy, Royal Dutch Shell, Elf Aquitaine, 3M, and
Motorola discuss specific techniques for keeping repatriates satisfied. - Gomez-Mejia, L. and Balkin, D.B. (1987). ‘The determinants of managerial satisfaction
with the expatriation and repatriation processes’. Journal of Management
Development, 6: 7–17.
While written over a decade ago, with conclusions based on a relatively small sample of repa-
triates, this article remains among the commonly cited ‘classics’ on the topic of repatriation. It
reports the outcomes of a survey of returning expatriates and their spouses and identifies
important reasons for their dissatisfaction with the repatriation process. The article draws spe-
cial attention to issues of career development and to repatriates’ perceptions that they had
limited opportunities within the career ladder of the expatriating organization. Measures to
prevent such problems are suggested. - Solomon, C.M. (1995). ‘Repatriation: Up, down or out?’ Personnel Journal,
74(1): 28–37.
The article is targeted towards practicing HR professionals. It reviews the basic challenges
encountered by individuals upon repatriation and provides specific recommendations
to MNCs related to overcoming the systemic weakness and lack of planning within the
352 International Human Resource Management