| Abstract: | Failure rates of 30% for U.S. expatriate international managers relative to less than 10% for comparable Japanese and European international managers represent substantial costs to individuals, corporations, and U.S. global economic interests. The authors provide a profile of successful expatriate international managers and recommend four changes: (1) inclusion of international management development as a strategic U.S. corporate issue for global success; (2) alteration of current U.S. corporate selection procedures; (3) expanded implementation of rigorous leading edge international training programs; and (4) a renewed U.S. corporate-academic-government collaborative partnership to enhance international competitiveness. |
