This chapter summarises the findings of the individuals’ experience of managerial international assignment implementation and management in large, mature emerging market multinationals. It outlines the differences and similarities in managerial international assignment implementation and management challenges faced by assignee segments. It thereby distinguishes between internal and external recruits, managerial and non-managerial recruits, and junior and senior recruits for these assignments. The results show that the polar types of assignees by each segment engage in different preparatory, on-site, and repatriation adjustments due to their diverse backgrounds and thus require different organisational and collegial support for the assignment. They also indicate that some of the segments, such as junior and non-managerial recruits, may coincide and either reinforce or counteract the effects of each other’s characteristics on the individuals’ experience and implementation of their international mobility. Each individual-level case with its specificities is first briefly discussed. Cross-case findings with their practical implications for managing the different assignee segments of international assignees are then summarised. A particular emphasis is put on role shifts and identity work experienced by individuals throughout the international assignment process (i.e. before, during, and after international mobility) as well as the organisational and colleagues’ support (or lack thereof) for this. Sect. 8.1
presents the findings for each individual-level case, whereas Sect. 8.2
discusses the similarities and differences by assignee segment.