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Discussion 159 valorization, and highly contextualized research. In either case, we ensure that the opinions, thoughts, and considerations of HRM scholars are considered with regard to the latest technological developments in the HRM space. A less bright scenario, in my opinion, is the continuation of the current trend in the people analytics space. In that case, people analytics applications will be published mostly in non-management scientific outlets (e.g., Expert Systems with Applications), semi-scientific management outlets (e.g., Harvard Business Review), and practitioner conferences (e.g., Wharton People Conference, Predictive Analytics World, UNLEASH). Here, it is possible that, instead of HRM scholars, the private parties behind successful technology initiatives become the thought leaders and driving forces that determine the future of HRM. 7.4.1.4 Expatriate Management Research Fourth and final, this dissertation provides several implications for research on expatriate management. Chapter 4 and 5 demonstrated that international assignment and expatriate management may have impact along multiple dimensions. While the impact on retention, performance, and careers can be measured relatively easily in practice using HRIS data (see Chapter 6), the impact on the local community, on the family, and on well- being is harder to examine and quantify. Therefore, it is important that scholars study these non-work outcomes and promote a balanced perspective. Chapter 5 also demonstrates that expatriate management scholars should pay attention to details when it comes to describing the study’s variables, its sample, and its context. One can think of the home and host countries, the type of assignment, or the implemented mobility practices. Without this information, it is harder to culminate evidence for the effectiveness of global mobility support, and determine which effects are sample-specific and which generalize more broadly. For instance, Chapter 6 provides a first exploration of the implications of short-term international assignments as an alternative to traditional expatriation. At the same time, Chapter 6 demonstrates how survival analysis can help scholars in quantifying the long-term effects of expatriation. A more elaborate discussion of the scientific implications can be found in the discussion sections of Chapters 4, 5, and 6. 7.4.2 Implications for Practice This dissertation also had several implications for practice. 7.4.2.1 Skill Requirements In order to implement people analytics effectively, organizations will first need people analytics professionals with the right knowledge and skills. Such professionals need to be able to identify and scope a business problem, define the right research questions, collect the correct data, perform the appropriate statistical analyses, and communicate the results in an accessible and convincing manner. Moreover, they will need to establish and maintain a network of supportive stakeholders across the organizational hierarchy, businesses, and functions to deliver their projects (Andersen, 2017; Marler & Boudreau, 2017).