Vinsamlegast notið þetta auðkenni þegar þið vitnið til verksins eða tengið í það: http://hdl.handle.net/1946/26137
Due to constant increase in globalization in business, companies now need to manage more in the global context. Especially when expanding across borders with their operations. Human resource strategies must be internationalized and the need for sending executives abroad on short or long term missions will become more evident.
This thesis provides an analysis and summary of the documented findings of research on expatriation, and some of the most common factors that multinational companies need to address in order to achieve successful expatriate missions and what to look out for. A holistic view is sought from the beginning of selecting and training expatriates (expats) to the end of the expatriate cycle, which is homecoming and recoupment, i.e. repatriation.
The term expatriate is defined and other solutions companies might want to consider rather than sending a parent-country national or a third-country national to international assignments. The fundamentals of selecting and training the candidates for expatriate missions are discussed, as well as the importance of appraising them in an orderly way. Issues of failed expatriate missions are examined and suggested measures to prevent such failures. Finally an argument is made on the importance of planning the return of the expat and including repatriation with the whole expatriation planning process.
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