This study questions the return on investment of inpatriate talent. The fundamental rationale of this qualitative study is the need to more consciously manage the talent found in an increasingly diverse global talent pool. As part of this pool, an inpatriate is positioned to add operational value at headquarters, yet face a tremendously different set of hurdles compared to their more traditional counterpart, the expatriate. In light of the differences in characteristics and obstacles faced, we challenge extant literature on the appropriateness of existing talent practices for inpatriate talent. We question whether more conscious choices in management practices can bring greater mutual benefits to the inpatriate and multinational corporation.
- attribution theory
- human resource climate