Table 4 Comparing meso level research between two research periods (1997–2011 vs. 2012–2014)

Recruitment

A more holistic approach should be adopted in the recruitment process, incorporating realistic job previews and living conditions (Richardson et al. 2008)

Proactive socialization and positive framing (Fu et al. 2005)

Talent management

Income is a significant motivator to work in the international context (Bhuian et al. 2001)

Job satisfaction and job variety are predictors of organizational commitment, while job autonomy is negatively related to it (Bhuian et al. 2001)

Peer support is related to job satisfaction, while mentor support relates to job satisfaction and turnover intentions (Bozionelos 2009)

Antecedents of underemployment: lack of job autonomy, job suitability, job variety and fit to psychological contract. Consequences of underemployment: negative effect on job satisfaction, leading to higher levels of work alienation and lower career satisfaction (Lee 2005)

Performance management (PM) preferences of SIEs: goal-setting, performance measurement and appraisal, and a performance-based pay component. The Belgians preferences for PM incorporate professional and distant relationship (Ellis 2012)

On average, SIEs in the public sector present a higher degree of performance and effectiveness than SIEs in the private sector. Contrary to what was predicted, this doesn’t happen with job satisfaction. For SIEs in the private sector vs. the public sector, there is a stronger positive association between creativity and performance, creativity and effectiveness, but not between creativity and job satisfaction (Lauring and Selmer 2013)

The relationship between role ambiguity and job performance was significant. This relationship was mediated by organizational identification and moderated by information seeking and perceived organizational support (Showail et al. 2013)

Work adjustment is explained by self-efficacy beliefs among global employees. Job satisfaction is explained by job factors (role discretion and role conflict) and organizational or job context factors (supervisory support and perceived organizational support). Both work role adjustment and job satisfaction are not influenced by whether or not the global employee is company assigned or self-initiated. (Supangco and Mayhofer 2014)

Repatriation

Family and social relationships have a significant impact on the intention to stay in the host country or return to the home country, hence a possible management strategy could involve providing return trips (Richardson and McKenna 2006)

Underemployment in the host country and not returning to a role within an organization in the home country, increases the level of stress (Begley et al. 2008)

Host country push–pull factors, home country pull factors and shocks can contribute to repatriation (Tharenou and Caulfield 2010)

A direct positive effect between perceived organizational support (POS) and intention to stay was found. However, there was a significant negative indirect effect between POS and intention to stay when the career network of home country nationals was large. POS has a positive effect on SIEs’ career satisfaction and intention to stay in the host country (Cao et al. 2014)