ABSTRACT
International assignees often emerge as a critical node in an organisation’s international network. The organisation’s capacity to harness, develop and effectively utilise the international assignee’s intellectual capital and nurture the human resources required to implement an international strategy are of critical importance to MNCs (Dowling and Welch, 2004). The effective management of international assignees and the development of a competent global workforce is increasingly being recognised as a major determinant of success or failure in international business (Briscoe and Shuler, 2004) and cross-cultural training (CCT), designed to meet individual and organisational needs, is increasingly emerging as an important element of the landscape of international business (Caligiuri et al., 2005). However, it is important to note at this juncture that CCT is significant as one component in an integrated suite of congruent HR policies.
