Selection and Training Procedures of U.S., European, and Japanese Multinationals

California Management Review

Volumn 25, Issue 1, 1982, Pages 57-71

  Tung, Rosalie L ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84951106622     PISSN: 00081256     EISSN: 21628564     Source Type: Journal    
DOI: 10.2307/41164993     Document Type: Article

References (9)

1. R. D. Hays, “Ascribed Behavioral Determinants of Success-Failure among U.S. Expatriate Managers,”Journal of International Business Studies, vol. 2 (1971), pp. 40-46.
2. Expatriate Selection: Insuring Success and Avoiding Failure, “Journal of International Business Studies, vol. 5 (1974), pp. 25-37.
3. J. M. Ivancevich, Selection of American Managers for Overseas Assignments, Personnel Journal, vol. XVVLLL (1969).
4. E. L. Miller, “The Selection Decision for an International Assignment: A Study of the Decision Maker’s Behavior, “Journal of International Business Studies, vol. 3 (1972), pp. 49-65.
5. Hays, “Expatriate Selection”; W. A. Borrmann, “The Problem of Expatriate Personnel and their Selection in International Business,” Management International Review, vol. 8, no. 4/5 (1968), pp. 37-48.
6. P. R. Harris and D. L. Harris, “Training for Cultural Understanding,” Training and Development Journal (May 1972), pp. 8-10.
7. Hays, “Expatriate Selection.
8. R. L. Tung, “A Framework for the Selection and Training of Personnel for Overseas Assignments, Paper presented at the International Meetings of the Academy of International Business, Manchester, England, 1978; “Selection and Training of Personnel for Overseas Assignments,” Columbia Journal of World Business (Spring 1981), pp. 68-78.
9. Tung, “Selection and Training.