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International assignment experience at the top can make a bottom‐line difference
Author(s) -
Carpenter Mason A.,
Sanders Wm. Gerard,
Gregersen Hal B.
Publication year - 2000
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/1099-050x(200022/23)39:2/3<277::aid-hrm15>3.0.co;2-0
Subject(s) - premise , top down and bottom up design , context (archaeology) , competitive advantage , business , organizational culture , marketing , operations management , management , economics , computer science , paleontology , philosophy , linguistics , software engineering , biology
This article addresses the question of whether international assignment experience in the top management team makes a bottom‐line difference. Based on the premise and observations that executive international assignment experience is rare, valuable, and hard to imitate, we suggest that in the right organizational context, it can create competitive advantage. The authors show how such experience can benefit companies and executives financially and discuss how companies can help ensure a supply of internationally seasoned candidates for future executive positions. © 2000 John Wiley & Sons, Inc.