ABSTRACT

Outlining a more sophisticated approach to rewards for internationally mobile employees is acknowledged to be a complex and challenging task (Harvey 1993; Suutari and Tornikoski 2001; Dowling et al. 2005; Bonache 2006). Literature in this area has been criticized for being overly descriptive and normative (Bonache and Fernández 1997; Chen et al. 2002; Phillips and Fox 2003).This chapter aims to combine intersecting perspectives, informed by strategic management and social science commentary.