Selecting managers for cross‐border assignments: building value into the process
指出仅凭技术能力、国内管理成功和组织承诺来选拔跨境管理人员已不足够，提出需考虑文化认同、跨境业务焦点和个人专业发展三种价值取向，并构建了四种跨境管理者类型（跨国主义者、国际主义者、民族中心主义者、过渡主义者），探讨其对选拔的启示。
Selecting cross‐border managers simply by relying on an assessment of technical competence, isolated and domestic management success as well as perceived commitment to the organization has become inadequate. Multiple value orientations associated with cross‐cultural business performance need to be examined as an integral part of the selection process. Value orientations associated with cultural identity, cross‐border business focus and personal and professional development, are missing from and need to be taken into consideration when selecting managers for cross‐border assignments. A cross‐cultural manager typology is developed, which identifies four cross‐border manager ‘types’. These ‘types’ are described as (1) transnationalist, (2) internationalist, (3) ethnocentrist and (4) transitionalist. The implications of these ‘types’ for the selection of cross‐border managers are then explored within the context of, and interplay between, three value orientations. First, how and why managers value their cultural identity. Secondly, how and why managers value involvement in cross‐border business activity. Finally, how these two value orientations are better understood based upon personal and professional development.