Abstract
As organizations globalize their operations, there is a heightened need to identify and select qualified managers for overseas assignments. The increased complexity of these foreign assignments necessitates a recalibration of the traditional selection procedures and processes used in the past. In particular, there is some evidence that expatriation becomes strategic as organizations increasingly grow and compete globally. Therefore, the critical issues, which arise as expatriates’ assignments evolve into a global assignment scope, must be viewed in a systematic manner. This paper develops a unique theory‐based expatriation selection process based upon a systemic assessment of potential expatriate candidates’ multiple IQs, learning styles, thinking styles, and the nature of the expatriate assignment. In addition, a practical step‐by‐step managerial process is developed that can be used in the selection of expatriate managers for global assignments.
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