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Chapter 4 84 consistently report how proximal the social support source under investigation is to the expatriate. This review suggests that the organization is the most crucial source of support in expatriates’ work environments. Due to the breadth of supportive practices (see Guzzo et al., 1994), POS was found to consistently stimulate all success criteria. Moreover, results suggested that organizational support yields unique resources for expatriates, as it accounted for significant variance in success after controlling for support from other sources (e.g., Malek et al., 2015; Cao et al., 2014; Liu & Ipe, 2010; Kraimer & Wayne, 2004; Kraimer et al., 2001). This may not come as a surprise, as POS entails unique financial resources, such as tax equalization and allowances, or instrumental and informational support, such as pre-departure preparation. Future studies can investigate to what extent these practices, or POS and its dimensions (financial, adjustment and career POS), fulfil expatriates’ needs in terms of House’s support types (1981). Moreover, future studies could examine what elements of organizational support can be substituted with support from other sources. As a second point regarding POS, this review demonstrates that scholars should take into account that multiple organizational entities are perceived to share responsibility for certain types of support (cf. Aycan, 1997). Expatriates formdistinct perceptions regarding the supportiveness of the parent and the subsidiary organizations, and these separate perceptions account for unique variance in IA success (Kraimer & Wayne, 2004; Kraimer et al., 2001; Liu & Ipe, 2010). HRM system theory (Bowen & Ostroff, 2004) could be used to argue that the impact of POS will be larger if expatriates feel supported by both organizations. If both organizations send a consistently supportive message, the strength of this message will be enhanced, causing expatriates to reciprocate with increased affection and effort. Future research could examine to what extent parent and subsidiary organizations can create a strong supportive climate in order to synergistically enhance success rates. Similar moderation effects have been demonstrated between work and non-work domains (Takeuchi et al., 2009) and could also be examined for the various practices, the dimensions of POS or the types of support they influence (House, 1981). Turning to supervisor support, this review demonstrates that PSS stimulates success as well. Particularly, the extent to which high-quality relationships with supervisors are formed has been demonstrated to enhance expatriates’ performance and attachment (e.g., Kawai & Mohr, 2015; Kraimer & Wayne, 2004). Here too, results suggest supervisors in the home and host country fulfil different and potentially complementary supportive functions (e.g., Benson & Pattie, 2009). Nevertheless, additional research is needed to investigate how these two supervisors provide different resources andwhether dual-supervision entails synergetic effects that provide a return on investment or whether it merely causes role ambiguity. Relatedly, results suggest that supervisory support can work in synergy with POS as well. Liu and Ipe (2010) found that expatriate commitment was at its peak when expatriates perceived support from their supervisor as well as from their parent organization. HRM system strength theory (Bowen & Ostroff, 2004) may again explain these findings, as supervisors are often seen as agents of the organization who are