International human resource management literature has traditionally focussed on the organization-assigned expatriate (e.g. Bonache et al., 2010), possibly due to the organization’s position in controlling or co-controlling the expatriate’s international move and therefore the organization’s/managerialist interest in this dimension. The organization-assigned expatriate moves for a temporary duration, with the support of his/her employing organization, to a host country. This move is mooted as an international career “path” (Cappellen and Janssens, 2005; Dickmann and Harris, 2005), where the path maylead in different directions both within the parent organization and externally.