Expatriate management in Australian multinational enterprises

References

• Abdul-Aziz, A.-R. (1991) Global strategies of construction firms, PhD thesis, Department of Construction Management & Engineering, University of Reading.
   Google Scholar
• Aycan, Z. (1997) Acculturation of expatriate managers: a process model of adjustment and performance, in Zeynep, A. (ed.) Expatriate Management: Theory and Research, Vol. 4 of New Approaches to Employee Management, Elsevier Science/JAI Press, Greenwich, CT, , pp. 1–40.
   Google Scholar
• Bennett, J. (1991) International Construction Project Management: General Theory and Practice, Butterworth-Heinemann, Oxford.
   Google Scholar
• Bird, A., Mendenhall, M.E., Stevens, M.J. and Oddou, G.R. (2010) Defining the content domain of intercultural competence for global leaders, Journal of Managerial Psychology, 25(8), 810–28.
   Web of Science ®Google Scholar
• Briscoe, D.R., Schuler, R.S. and Claus, L. (2009) International Human Resource Management: Policies and Practices for Multinational Enterprises, Routledge, New York.
   Google Scholar
• Caligiuri, P. (2006) Developing global leaders, Human Resource Management Review, 16, 219–28.
   Google Scholar
• Caligiuri, P., Phillips, J., Lazarova, M., Tarique, I. and Burgi, P. (2001) The theory of met expectations applied to expatriate adjustment: the role of cross-cultural training, International Journal of Human Resource Management, 12(3), 357–72.
   Web of Science ®Google Scholar
• Cerimagic, S. and Smith, J. (2011) Project managers: the importance of cross cultural preparation, in Egbu, C. and Lou, E.C.W. (eds) Proceedings 27th Annual ARCOM Conference, Bristol, 5–7 September, Association of Researchers in Construction Management, Reading, pp. 393–400.
   Google Scholar
• Collings, D.G., Scullion, H. and Morley, M.J. (2007) Changing patterns of global staffing in the multinational enterprise: challenges to the conventional expatriate assignment and emerging alternatives, Journal of World Business, 42(2), 198–213.
   Web of Science ®Google Scholar
• Crosthwaite, D. (2000) The global market: a cross-sectional analysis, Construction Management and Economics, 18(5), 619–27.
   Google Scholar
• Crotty, M. (1998) The Foundations of Social Science Research: Meaning and Perspective in the Research Process, Sage, London.
   Google Scholar
• Dainty, A. and Loosemore, M. (2012) Human Resource Management in Construction: Critical Perspectives, Routledge, London.
   Google Scholar
• Dalton, M., Ernst, C., Deal, J.J. and Leslie, J. (2002) Success for the New Global Manager: How to Work Across Distances, Countries, and Cultures, Jossey-Bass, New York.
   Google Scholar
• Davenport, D.M. and Smith, R. (1995) International procurement systems: assessment of required levels of client preparation in construction projects, Journal of Construction Procurement, 1(1), 38–49.
   Google Scholar
• Evans, P., Pucik, V. and Björkman, I. (2011) The Global Challenge: Frameworks for International Human Resource Management, McGraw-Hill, New York.
   Google Scholar
• Ewington, N., Lowe, R. and Trickey, D. (2008) Being International: International Management Development, Worldwork Ltd, London.
   Google Scholar
• Farndale, E., Scullion, H. and Sparrow, P. (2010) The role of the corporate HR function in global talent management, Journal of World Business, 45(2), 161–8.
   Web of Science ®Google Scholar
• Flyvbjerg, B. (2006) Five misunderstandings about case study research, Qualitative Inquiry, 12(2), 219–45.
   Web of Science ®Google Scholar
• Global Construction Perspectives (2013) Global Construction 2025, Global Construction Perspectives Ltd, London.
   Google Scholar
• Kivrak, S., Ross, A., Arslan, G. and Tuncan, M. (2010) Construction professionals’ perspectives on cross-cultural training for international construction projects, in Egbu, C. (ed.) Proceedings 26th Annual ARCOM Conference, Leeds, 6–8 September, Association of Researchers in Construction Management, Reading, 1, 351–60.
   Google Scholar
• Kleiman, L. (2011) Practicing human resource management in a global context, in Okpara, J.O. (ed.) Globalisation of Business: Theories and Strategies for Tomorrow’s Managers, Adonis & Abbey, London, pp. 125–38.
   Google Scholar
• Kramer, R.J. (2005) Developing Global Leaders: Enhancing Competencies and Accelerating the Expatriate Experience, Research Report 1373–05-WG, The Conference Board, New York.
   Google Scholar
• Li, M., Mobley, W.H. and Kelly, A. (2013) When do global leaders learn best to develop cultural intelligence? An investigation of the moderating role of experiential learning style, Academy of Management Learning & Education, 12(1), 32–50.
   Web of Science ®Google Scholar
• Loosemore, M. and Al Muslmani, H.S. (1999) Construction project management in The Persian Gulf - Inter-cultural communication, International Journal of Project Management, 17(2), 95–101.
   Google Scholar
• Loosemore, M., Dainty, A. and Lingard, H. (2003) Human Resource Management in Construction Projects - Strategic and Operational Aspects, Taylor and Francis Ltd, London.
   Google Scholar
• McCall, M. and Hollenbeck, G.P. (2002) Developing Global Executives: The Lessons of International Experience, Harvard Business School Press, Boston, MA.
   Google Scholar
• Meisel, Z.F. and Karlawish, J. (2011) Narrative vs evidence-based medicine-and, not or, Journal of American Medical Association, 306(18), 2022–3.
   PubMed Web of Science ®Google Scholar
• Mendenhall, M.E., Osland, J.S., Bird, A., Oddou, G.R. and Maznevski, M.L. (2008) Global Leadership: Research, Practice and Development, Routledge, London.
   Google Scholar
• Moore, S.I. and Elmualim, A. (2010) Culture and its impact on British construction professionals practicing in the United Arab Emirates, in C.Egbu (ed.) Proceedings 26th Annual ARCOM Conference, Leeds, 6–8 September, Association of Researchers in Construction Management, Reading, Vol. 1, pp. 341–50.
   Google Scholar
• Naumann, E. (1992) A conceptual model of expatriate turnover, Journal of International Business Studies, 23(3), 499–531.
   Web of Science ®Google Scholar
• Ofori, G. (2003) Frameworks for analysing international construction, Construction Management and Economics, 21(4), 379–91.
   Google Scholar
• Osland, J. (2008) Overview of the global leadership literature, in Mendenhall, M.E., Osland, J.S., Bird, A., Oddou, G. and Maznevski, M. Global Leadership: Research, Practice and Development, Routledge, London, pp. 34–63.
   Google Scholar
• Phatak, A.V., Bhagat, R.S. and Kashlak, R.J. (2009) International Management: Managing in a Diverse and Dynamic Global Environment, McGraw-Hill, New York.
   Google Scholar
• Pinnington, A. (2011) Introduction to human resource management, in Harzing, A. and Pinnington, A. (eds) International Human Resource Management, Sage, London, pp. 13–46.
   Google Scholar
• Rowley, C., Hon-Fun Poon, I., Zhu, Y. and Warner, M. (2011) Approaches to IHRM, in Pinnington, A. and Harzing, A. (eds) International Human Resource Management, Sage, London, pp. 153–83.
   Google Scholar
• Scullion, H. and Linehan, M. (2005) International Human Resource Management, Palgrave Macmillan, New York.
   Google Scholar
• Thomas, D.C. (2002) Essentials of International Management: A Cross-Cultural Perspective, Sage, London.
   Google Scholar
• Thomas, R.J. and Cheese, P. (2005) Leadership: experience is the best teacher, Strategy and Leadership, 33(3), 24–9.
   Google Scholar
• Wang, S.Q., Dulaimi, M.F. and Aguria, M.Y. (2004) Risk management framework for construction projects in developing countries, Construction Management and Economics, 22(3), 237–52.
   Google Scholar
• Wong, J., Wong, P.N.K. and Heng, L. (2007) An investigation of leadership styles and relationship cultures of Chinese and expatriate managers in multinational construction companies in Hong Kong, Construction Management and Economics, 25(1), 95–106.
   Google Scholar
• Yamazaki, Y. and Kayes, C.D. (2004) An experiential approach to cross-cultural learning: a review and integration of competencies for successful expatriate adaptation, Academy of Management Learning & Education, 3(4), 362–79.
   Google Scholar
• Yin, R.K. (2013) Case Study Research: Design and Methods, 5th edn, Sage, Thousand Oaks, CA.
   Google Scholar