The globalization of business created a growing demand for internationally capable managers. Due to difficulties in “traditional” international assignments where home country employees are sent abroad (expatriate model) companies are looking for alternatives. One of these alternatives is inpatriation, which involves the transfer of subsidiary managers to the HQ and thus creating international diversity. Inpatriation was chosen as there is a smaller body of knowledge in the field which this paper can advance further. 3 Asian companies and their HRM strategies are compared: Toshiba, Samsung and Acer. Each company implemented a different type of inpatriation and the respective benefits and downsides are contrasted and discussed. The final chapter includes policy recommendations that point to the recommended courses of action for Chinese and Taiwanese companies who wish to internationalize their business operations and become global players.