¹School of Business Administration, University of Miami, Coral Gables, USA

Correspondence: JM Mezias, School of Business Administration, University of Miami, 414 Jenkins Building, 5250 University Drive, Coral Gables, FL 33146-9145, USA. Tel: +1 305 284 1073; E-mail: jmezias@miami.edu

Received 20 April 2004; Revised 22 December 2004; Accepted 27 April 2005; Published online 21 July 2005.

Abstract

Although effective in improving socialization, development, and retention in the US domestic context, mentoring would likely benefit expatriates and their firms, but it remains theoretically underdeveloped in the international context. We develop a theory of international mentoring by integrating current perspectives on protean and boundaryless careers with the literature on mentoring and expatriates. Expatriates need multiple mentors to assist their adjustment and development during the pre-departure, expatriation, and repatriation stages of international assignments. We discuss both hierarchical and peer, and formal and informal, mentoring relationships to delineate which relationships best address specific expatriate needs. International mentoring may improve expatriate adjustment, development, and retention, and thus may affect outcomes of international strategy. We conclude by discussing implications and avenues for future research.