First, there is growing recognition that the success of global business depends most critically on recruiting the desired quality of senior management in the MNC (Schuler, 2000). Second, staffing issues are different and more complex in the international environment (Torbiorn, 1997). Third, the performance of expatriates continues to be problematic and the evidence suggests that the consequences of poor performance in international assignments are often costly in human and financial terms (Dowling & Welch, 2004). Fourth, shortages of international managers are a growing problem for international firms and frequently constrain the implementation of global strategies (Scullion. 1994). Fifth, global staffing