ABSTRACT
Expatriate success and failure can be attributed to performance based on ability and adjustment measured as the "fit" of an individual to the new cultural environment. Failure of international assignments may take the form of lower performance or early return to the home country (Takeuchi, 1997). In addition, the expatriate may eschew the mandates and needs of headquarters in favor of those of the host country facility, or may leave a particular location, job, or the organization (Birdseye & Hill, 1995). The actual costs of unsatisfactory expatriate assignments are substantial, with the average cost of expatriates usually from three to four times the salary of the individual (Gates, 1996). An increasing number of companies enter into contracts with employees in which the employer is reimbursed for relocation and other costs should the expatriate prematurely leave the assignment ("Are You Entitled," 1998).
