Internal Recruiting

One of the primary means by which multinational organizations coordinate and control their foreign operations is through various types of international assignees (Collings & Scullion, 2008; Harzing, 2004). International assignments are important for individual career development (Cerdin & Brewster, 2014) as well as organizational development because internationally mobile employees play a key role in transferring knowledge to company locations around the world. Global managers face some unique challenges, including creating a global and shared mind-set among team members, coordinating with others at a distance, adapting to rapid, cross-cultural transitions and balancing work and life demands (Cappellen & Janssens, 2010). Despite considerable research on international assignments, which has provided much useful information on this topic however, we still have a very incomplete picture of how to identify and recruit people for these important roles. By reviewing the global recruiting literature we hope to enable researchers to continue to work in this promising and important area.

We first turn our attention to the literature on internal recruiting, or the recruiting and reassigning of talent that the organization already employs to some form of globally-based work. Research suggests managers’ willingness to accept traditional longer-term assignments as well as short-term and travelling assignments is influenced by individual characteristics, destination country characteristics, family concerns, rewards and career fit (Konopaske, Robie & Ivancevich, 2009).

 
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