Multinational organizations rely on expatriate employees to accomplish important business goals. Therefore, ensuring that expatriates complete their assignments is a key business imperative. To that end, previous studies examining the challenges of international assignments and expatriate assignment turnover issues have focused on examining factors that influence their decision to leave (e.g., lack of cross-cultural adjustment, job satisfaction; Bhaskar-Shrinivas, Harrison., Shaffer, & Luk, 2005). However, less attention has been paid to the factors that influence their decision to stay – and this research attempts to fill this gap. This study draws from Mitchell, Holtom, Lee, Sablynski, and Erez’s (2001) job embeddedness framework and its focus on the elements of the social environment that bind employees to the organization. Using a sample of 131 expatriates surveyed across two time points, this research aimed to explore the relationships between perceived cultural distance and host country national (HCN) support as factors that lead to organizational embeddedness, and, in turn, reduce assignment turnover intentions. While the study suffered from unexpected measurement issues that minimized the ability to find support for some of the proposed relationships, HCN Support was found to be positively and significantly related to organizational embeddedness and organizational embeddedness was negatively related to assignment turnover intentions. The implications of these findings and recommendations for future research are discussed.