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Global employee mobility is a very important concern for multinational enterprises (MNEs), as such individuals are critical strategic human capital resources for MNEs. Ensuring that expatriates (one type of globally mobile employees) maintain high organizational commitment and assignment completion intentions (“attachment” to international posting) is a critical consideration for MNEs’ human resources management. However, we have a very limited understanding of how the configurations of structures (decentralization, formalization, and global knowledge integration) – practices set in place to control and coordinate foreign subsidiaries by MNEs – influence expatriates’ attachments during international assignments. We address this research question by adopting the structural contingency theory and extending it to examine the impact of structural configurations on expatriate managers’ outcomes. We develop and test a set of hypotheses using survey data obtained from 192 expatriate general managers employed by nine American global hotel chains. We find that these three structural characteristics create various configurations differing in their effectiveness in retaining expatriates’ attachment outcomes. Our findings highlight the importance of examining configurations of structural characteristics, which underscores the difficulties of managing expatriate managers for MNEs as well as providing further insights into the complexities associated with structural configurations necessary to manage them well.

This study extends the international literature by empirically testing a model of expatriate adjustment that examines the relationships between organizational antecedents (i.e., reasons for assignment), a more comprehensive set of adjustment behaviors, self-reported performance, and subordinate-rated managerial effectiveness. Using data from 194 expatriate managers and 505 subordinates working in the multinational hotel industry, structural equations modeling results supported the hypothesized model. The conceptual and empirical contributions of this study as well as the managerial implications are discussed.

A model extending international research by defining relationships among Nicholson’s modes of adjustment, Black’s degree of expatriate adjustment, and expatriate task and contextual performance was developed and tested using a sample of 153 expatriate managers and 364 host country subordinates from nine multinational hotel companies. Structural equations modeling results provided overall support for the proposed model and all but one of the paths in the model. Implications for future research and practice are discussed.

This paper discusses the sequencing of lectures and cases in undergraduate courses in finance. Because undergraduates often lack the frame of reference within which to understand and appreciate the relevance of many topics in finance, we believe it is often more effective to reverse the typical sequencing of courses to assign cases before presenting theories, models and analytical techniques.

Current strategic models for restaurant executives have the 3 critical limitations of being unidimensional, simplistic and static. As a rule, the models approach strategy from one of 3 different perspectives: 1. portfolio analysis, 2. competitive-advantage and competitor analysis and, 3. internal-resources and internal-competencies analysis. Each approach provides valuable insights on the dimension that it analyzes, but no single approach offers a comprehensive analytical tool for managing in today's complex environment. A useful, model, on the other hand, should not only incorporate several strategic dimensions but should also reflect a competitive environment of continuous change, as well as be simple enough for anyone to use. The model discussed, in the context of the current situation of Outback Steakhouse, captures multiple approaches to strategy and the dynamic nature of the business environment by integrating models from each perspective and melding those concepts with the idea of restaurant life cycles.