A needs-driven approach to expatriate adjustment and career development: a multiple mentoring perspective
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A needs-driven approach to expatriate adjustment and career development: a multiple mentoring perspective John M Mezias and Terri A Scandura School of Business Administration, University of Miami, Coral Gables, USA Correspondence: JM Mezias, School of Business Administration, University of Miami, 414 Jenkins Building, 5250 University Drive, Coral Gables, FL 33146-9145, USA. Tel: þ 1 305 284 1073; E-mail: [email protected]
Abstract Although effective in improving socialization, development, and retention in the US domestic context, mentoring would likely benefit expatriates and their firms, but it remains theoretically underdeveloped in the international context. We develop a theory of international mentoring by integrating current perspectives on protean and boundaryless careers with the literature on mentoring and expatriates. Expatriates need multiple mentors to assist their adjustment and development during the pre-departure, expatriation, and repatriation stages of international assignments. We discuss both hierarchical and peer, and formal and informal, mentoring relationships to delineate which relationships best address specific expatriate needs. International mentoring may improve expatriate adjustment, development, and retention, and thus may affect outcomes of international strategy. We conclude by discussing implications and avenues for future research. Journal of International Business Studies (2005) 36, 519–538. doi:10.1057/palgrave.jibs.8400159 Keywords: expatriate adjustment; multiple mentoring; protean and boundaryless careers; international mentoring
Received: 20 April 2004 Revised: 22 December 2004 Accepted: 27 April 2005 Online publication date: 21 July 2005
Introduction With increasing globalization, expatriate adjustment, development, and retention are now more significant determinants of international business success (Dowling et al., 1994; Tung, 1998). Assimilating and transferring knowledge across countries is the primary task of a multinational corporation (MNC) (Buckley and Casson, 1976; Hymer, 1976). However, this depends on expatriates overcoming the ‘tacitness’ of knowledge resources, which reside in different organizational units (Solomon, 1997). Expatriates face the added challenge of trying to gain an understanding of tacit knowledge while adjusting to living and working in a foreign country with a different social and cultural context (Feldman and Tompson, 1993). Their adjustment and development are critical to developing competitive advantage through knowledge transfer. Through the international assignment, the most important experience affecting an expatriate’s career and global mindset (Black et al., 1999), successful expatriates gain enhanced understanding of other business environments, cultures, and societies as well as a broader picture of global operations. Firms benefit by increasing the pool of
Approach to expatriate adjustment and development
John M Mezias and Terri A Scandura
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