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Expatriate support and success: A systematic review 75 The results of the fifteen studies that investigated POS in relation to expatriates’ performance are less straightforward. Four suggest a direct positive link (Malek et al., 2015; Shen & Jiang, 2015; Shih et al., 2010; Wu & Ang, 2011), five found no effect of POS at all (Bader et al., 2015; Chen et al., 2010; Kawai &Mohr, 2015; Showail et al., 2013; Wang & Takeuchi, 2007) and, finally, five studies found that the effect of POS on expatriate performance is mediated by expatriates’ satisfaction, commitment and adjustment (Bhatti et al., 2013; Bader & Berg, 2013; Kawai & Strange, 2014; Kraimer et al, 2001, 2004). Only one of the studies that investigated the direct effect also tested for indirect effects and found partial mediation (Malek et al., 2015). It is likely that the larger part of the effect of POS on expatriate performance occurs indirectly through the more proximal success criteria. 4.4.2 Moderating Factors This review found three main factors that can moderate the impact of organizational support on the various criteria of IA success. The first relates to the type or content of the support provided, the second to the geographical proximity of the organizational entity providing the support, and the third to the context in which the support is provided. First, there are many practices that organizations can implement to assist their expatriates (see Guzzo et al., 1994), and expatriates may therefore feel more or less supported in different aspects of the expatriation process. While earlier studies investigated the effects of individual practices, contemporary research more frequently examines how expatriates’ feel supported in these different aspects, including their career, their adjustment and their finances. Career POS is defined as “the extent to which the organization cares about the employee’s career needs” (Kraimer & Wayne, 2004, p218) and has been shown to relate directly to expatriates’ commitment, their adjustment and their intentions to complete the assignment (Kawai & Strange, 2014; Kraimer & Wayne, 2004; Van der Heijden et al., 2009). However, the positive effect of career POS on performance seems to be indirect (Kawai & Strange, 2014; Van der Heijden et al., 2009). Adjustment POS refers to the extent to which the organization cares about the adjustment of the expatriate (and his/her family) following the overseas transfer (Kraimer & Wayne, 2004). Adjustment POS relates positively to expatriate adjustment but may actually have a negative effect on the performance of expatriates (Kraimer & Wayne, 2004). Finally, financial POS is defined as “the extent to which the organization cares about the employee’s financial needs and rewards the employee’s contributions in terms of compensation and employment benefits” (Kraimer & Wayne, 2004, p218). Apart from enhancing expatriates’ satisfaction and commitment, financial POS has a direct positive effect on expatriates’ retention and performance (Jayasekara & Takahashi, 2014; Kraimer &Wayne, 2004; Puck et al., 2008). In sum, the type of support provided to expatriates may influence whether or not certain success criteria are influenced (directly). Most strikingly, financial support stimulates expatriates’ performance directly whereas career assistance may only have an indirect effect, and adjustment POS may even have negative consequences for expatriates’ performance. Similar conclusions may be drawn based on an early study that examined the effects of a realistic assignment preview, financial support, home country mentoring, and a clear