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We empirically examine the determinants of the decision whether or not to appoint an expatriate as the CEO of a foreign subsidiary by using a sample of 372 foreign subsidiaries operating in Korea. Confirmation is found for hypotheses derived both from control and coordination perspective and knowledge creation and learning perspective on expatriation. Regarding the former perspective, the empirical results of a logit model explaining the appointment of PCN as CEO of overseas subsidiaries confirmed that expatriate appointments are more likely to be chosen if the size of a subsidiary and its percentage of foreign ownership are greater. In terms of the latter perspective, greater experience at the subsidiary level is found to facilitate HCN appointments. On the other side, the appointment of PCN as CEO is more likely to be considered if the subsidiary belongs to a global industry. These results suggest that the two perspectives on expatriation play complementary roles in explaining expatriation decisions.