experience the repatriation process as falling far short of expectations (Stroh
et al., 1998; Linehan and Scullion, 2002b; see also Chapter 13).
A further constraint on the ability of MNCs to implement their inter-
nationalization strategies are the growing barriers to international mobility. The
number of expatriates MNCs are sending on international assignments is
increasing steadily and will increase further in the future; however the avail-
ability of people who are willing to accept global assignments is not increasing
at the same rate (Caligiuri and Cascio, 1998) and research shows that finding
enough of the right people with the requisite skills for global assignments is
one of the greatest IHRM concerns of MNCs (Stroh and Caligiuri, 1998). Recent
studies have indicated that international mobility is becoming more problem-
atic in many firms due to several factors, including uncertainties associated
with re-entry; the growing unwillingness to disrupt the education of children,
the growing importance of quality of life considerations and, finally, continued
uncertainty regarding international terrorism and political unrest (Scullion,
2001). Dual career problems and disruption to children’s education are seen as
major barriers to future international mobility in many different countries
(Harvey, 1998). Increasingly international mobility is limited by the dual career
factor, which poses restrictions on the career development plans of multi-
nationals. Second, there is some evidence to suggest that families are less willing
to disrupt personal and social lives than was the case in the past (Forster, 2000).
ROLES AND RESPONSIBILITIES OF
TRANSNATIONAL MANAGERS
In this and the previous chapters we discussed how the changing international
environment forced most companies to develop multidimensional and hetero-
geneous strategies and structures. Bartlett and Ghoshal (2000) refer to the
transnational as the ultimate organizational form for operating successfully in
an international context. This development poses considerable challenges for
the managers who have to carry out these strategies and construct these struc-
tures. In this section we will discuss the roles and responsibilities of trans-
national managers. Given the heterogeneity and multidimensionality of the
transnational organization, it is virtually impossible for one person to possess
all the skills necessary to be an effective transnational manager in each and
every part of the company. The roles and responsibilities of transnational man-
agers will be different for different parts of the organization. We will therefore
distinguish three different management forms: global business management,
worldwide functional management and geographic subsidiary management
(based on Bartlett and Ghoshal, 2000). In a final subsection we will also discuss
the necessary capabilities for top management.
International HRM 79