International mobility is a term adopted by LVMH to indicate the movement of its employees on international duty (Mamende, 2008). This however is based on the fact that the same cannot be prevented by other factors. Impediments can be personal or systematic. While the former concerns issues such as the physical and psychological ability of the person intending to be mobilised, the latter concerns issues such as finances, political atmosphere, laws, among others. It has been considered a driving factor towards innovation and creativity. In this recent wave of international mobility, LVMH has not been left behind. It strengthened international mobility as a way to enhance perpetual movement rather than the traditional systematic repatriation experienced through traditional expatriation concepts (Baruch, 2006). He embraced the concept wholeheartedly and went ahead and implemented it in all of his regions around the world. This, however, did not have its obstacles. For starters, LVMH is a relatively young organization. His young age is considered a detractor since, due to his youth, he does not have well-defined cultures to cultivate when implementing some of these policies. What should be appreciated is that LVMH has outperformed most of its competitors in the market, but has not yet reached its peak, hence the need to always diversify. In such diversification moves, it has embraced international mobilization. However, there are challenges on how to control the concept well due to the lack of prior procedures. What is known, success is based on trial and error, in this case LVMH seems to create its own test bed without precedence to n...... middle of the document ......ry Evolution and Social NetworksPosner, EA & Triantis, C.G., 2001. Non-compete agreements from the perspective of incomplete contracts. Social Science Research Network. Available at: http://ssrn.com/paper=285805.Roos, J., Roos, G. and Dragonetti, N.C., 1997. Intellectual capital: navigating the new business landscape. London: Macmillan.Sparrow, P., Harris, H. and Brewster, C., 2004. Globalizing Human Resource Management.London: Routledge.Stroh, LK, Gregerson, HB and Black, JS, 1998. Closing The Gap: Expectations VersusReality Among the returnees. Journal of World Affairs. vol. 33, no. 2. Pp111–124. Sveiby, K.E., 1997. The new organizational wealth: managing and measuring knowledge-based resources. San Francisco, CA: Berrett-Koehler Publishers.Weber, G., 1997. Major Languages: The 10 Most Influential Languages ​​of the World. LanguageToday, 2.