The three-phase expatriate cycle of developing global human resources in the banking industry in Taiwan

Abstract

PurposeThe purpose of this paper is to explore the success factors needed for the development of global human resources from both the organisation’s and expatriates’ perspectives in emerging eastern economies. Specifically, this study focuses on pre-expatriation preparation, during-expatriation adjustment and post-expatriation repatriation.Design/methodology/approachIn total, 23 Taiwanese personnel contributed to this case study. Data collected from the focus group discussion and open-ended asynchronous email interviews was analysed using the content analysis approach.FindingsThe results of this study revealed four main selection criteria for the selection process and five desired preparation methods from the organisation and the expatriates’ perspectives.Originality/valueThis study makes two main contributions to cross-cultural related global human resources research. Firstly, this study deepens understanding on the pathway to developing culturally intelligent global human resources for successful mission accomplishment from both the organisation and expatriates’ perspectives based on a three-phase expatriation process in emerging eastern economies. Secondly, this study provides an insight into the best practices that HR practitioners can use in developing global human resources for expatriation.