In this chapter, I address cross-cultural encounters of two (or more) sets of sensory scripts. These encounters are evident in the wider literature on colonialism, migration and other local–foreign interfaces. In doing so, it serves as an important reminder for one to take heed of multiple axes of sensory similarities and differences, in addition to a merely the East–West core axis of difference. I also turn the lens around by showing how local populations on the reverse, discern colonial or foreign communities through their sensory faculties as a counterpoint. The focus lies in demonstrating how sensory interfaces arising from these processes and movements of people are theorised using the notion of sensory transnationalism. I map this notion onto colonial–local sensory encounters and propose four modes of sensory engagement: reception, rejection, regulation, and reproduction. These modes collectively show how sensory encounters, stemming from contrasting power positions, lend a different understanding of empire and its everyday lived constructions, including how colonial impositions of modernity through sensory regulatory schemes are also met with resistance. Consequently, categories of colonisers and colonised are unsettled instead of being deployed as inherently asymmetrical categories.

1. To describe the four main dimensions of ‘distance’ (cultural, administrative, geographic, and economic) in the context of host country location advantages.

2. To link these various dimensions of ‘distance’ to bounded rationality problems faced by MNEs.

3. To develop an understanding of the alternative perspective of ‘distance’ as an opportunity, rather than a problem.

4. To highlight the importance of paying sufficient attention to the attractiveness and opportunities associated with some high-distance markets, for example, developed economy MNEs targeting rural markets in comparatively less wealthy countries.

5. To identify the managerial implications of ‘distance’ on the international transferability of FSAs.

In order for an employee to help the organization achieve strategic success through his or her performance, he/she must work at optimal levels towards very clear and specific objectives. In other words, the organization must design and implement a performance management system (PMS) that empowers employees and allows them to work at optimal levels. However, a review of the related research shows but when it comes to expatriates, most organisations do not develop dedicated PMSs – instead, it seems that most organizations evaluate and manage expatriates on an ad-hoc basis, often leading to dissatisfaction with the outcomes and conduct of the PMS, and subsequent dip in performance levels and quality. In this chapter, we briefly trace the history of PMSs, with particular emphasis to PMSs related to expatriates, and discuss some recent PMS models. We further discuss additional contextual variables that should be incorporated into effective PMSs, and conclude by offering guidelines for designing an effective PMS for expatriates.