| Abstract: | Currently, the international human resource management literature concentrates on expatriation, with an emphasis on subsidiaries which are established and operating. As such, there has been considerable work on the process of expatriation - particularly on selection, pre-departure training, on-assignment support and repatriation - and the role played by expatriates in subsidiary operations. However, international business activities are far broader, and market entry and development is typically an extended process with many operation forms involved, often in combination. It is therefore important that IHRM issues be placed into this wider context. This article examines the use of personnel in a wide array of roles connected with market entry and development, including non-expatriate arrangements. |
