Despite reported increases in the number of non-traditional international assignments and assertions that it is an alternate way of undertaking international assignments, few researchers have conducted empirical studies of the phenomenon. Further, the success or failure of non-traditional expatriates can be as significant as that of traditional expatriates. Although their failure may not be as costly that for traditional expatriates, unsuccessful non-traditional expatriates can be rather expensive and the cumulative cost of their failure could become as high as the cost of traditional expatriate failure. In addition, the detrimental effects in terms of costs, diminished expatriates’ morale, and missed business opportunities, could cause considerable damage to their organisations. As such, understanding the new expatriate assignments, particularly the reasons for undertaking the assignments, is crucial. This paper discusses the reasons for using non-traditional expatriate assignments and associated knowledge transfer from a sample of such managerial employees. This study used a convergent interview technique to obtain authentic responses.