Today, companies must optimize their resources for a population of managers boasting an intense geographic mobility. Related debates focus on the efficiency of recruitment, integration, the development of double careers, the opportune utilization of new information technologies (such as working remotely), and the influence of family members on the success of this mobility. However, few studies have explored the double movement by which international managers continue to act in the spirit of the community in which they were raised, while at the same time identifying with their professional roles and playing these roles in a personal and effective way, despite being outside of the context of their culture of origin (Hammer and Bennett, 1998).