Personnel review. Vol. 34, No. 1, International experience and international development

## Purpose This paper introduces this special issue. ## Design/methodology/approach The paper examines some of the key themes in global human resource management. ## Findings By reviewing, briefly, the existing literature in these areas, the paper outlines a limited but crucial research agenda and sets the papers in this special issue in context. ## Originality/value This paper presents some new empirically‐based work on human resource development. CONTENTS......Page 2 EDITORIAL ADVISORY BOARD......Page 5 Guest editorial......Page 6 Developing global leaders through international assignments......Page 23 The personal characteristics of the successful expatriate......Page 38 Cross-cultural training to facilitate expatriate adjustment: it works!......Page 52 Cross-cultural training and expatriate adjustment in China: Western joint venture managers......Page 69 Facets and dimensions of cross-cultural adaptation: refining the tools......Page 86 Job satisfaction among expatriates, repatriates and domestic employees......Page 111 According to Black and Ulrich (1999), the role of the human resources (HR) professionalin delivering global strategy is to:. raise, define, and clarify the capabilities required to win globally; and. invest, design, and deliver HR-practices that ensure these capabilities High quality publication includes papers from authors at INSEAD and Ashridge College Originally published as Personnel Review (2005, Vol.34, No.1)