The purpose of this paper is to examine how repatriates' emotional support network affects their experience of re-entry.

In this paper we develop a theoretical framework about how leaders help shape the impact of HR diversity practices on employee inclusion. So far, the HR literature has given leaders a relatively passive role in that they are mainly seen as enactors and communicators of HR policies and practices. We expand this view by suggesting that leaders can respond to HR's (diversity) practices with various levels of alignment (or misalignment), and clarify the respective implications for felt inclusion. Informed by literature on multiple identities at work, we derive four potential responses of leaders to HR's diversity practices—deletion, compartmentalization, aggregation, and integration. We show how these responses shape the effects of diversity practices on employee inclusion, and in doing so, we also question a commonly held assumption that leaders' full alignment with HR's diversity practices is the most conducive for employees' felt inclusion. Our frameworkhasimportant implications fortheoryand practice,asit specifiesthe roleof leadersin leveraging the inclusive potential of HR diversity practices.

This editorial introduces the current special issue which contributes to the research on reward management by focusing on the contextual effects of financial rewards on employee motivation, behavior, and performance, and by analyzing the mediating mechanisms of different types of financial and nonfinancial rewards. The four studies included in this special issue address different issues of reward management research and take different theoretical perspectives. the editors hope that this special issue stimulates further longitudinal, mixed-methods, and multilevel research to compare the effects of specific reward types and practices on employee motivation and on individual, team, and organizational outcomes. There is a need to analyze the underlying mediating mechanisms and to identify individual, team, or organizational level variables moderating these relationships.

Up to 70% of change initiatives fail. This poor rate of success seems to be caused by a flawed management of change. One of the lacunae for a proper understanding of this situation is the way in which organizations perceive their own change. The activities in self‐perception have a crucial impact on the long‐term success of ongoing change activities in organizations. However, very little is known about these processes at the point when change initiatives have taken place. Nonetheless, it is the moment of retrospection that defines the relevance and continued impact of previous decisions. This paper explores this gap by introducing a qualitative in‐depth case study at the national branch of a multinational communications company, analysed by means of sensemaking theory combined with sociological systems theory and neo‐institutionalism. The case shows how retrospection defines the corridor for future success and reveals a previously ignored momentum of change.

Internationalization offers many strategic benefits to SMEs, but is not easy to accomplish. In contrast to much of the work on SME internationalization, which focuses on the role of the entrepreneur in the internationalization process, the premise of this study is that in SMEs, the investment in the human capital of the entire organization pays off when it is carefully calibrated with the chosen internationalization strategy. We find that firm-level investments in employee human capital are critical for the labor productivity and internationalization in fast internationalizers, but not for those firms that internationalize more slowly.