Today, career management in human resources is becoming more international (Chanlat, 2007; Davoine and Ravasi, 2013a; Davoine et al, 2015) for several organizations. It is now a question of enabling their employees to gain international experience. Nevertheless, it turns out that some workers experience international mobility on a daily basis, on a personal basis and not as a result of organizational will, since they cross the border every day to go to work. These are cross-border workers, who are therefore neither expatriates nor international commuters.However, there is little literature in management sciences on these workers and the trinational context in which they operate, particularly in the Upper Rhine. However, this territory is composed of three countries (France, Germany and Switzerland) that do not share the same language, the same educational system or the same economic system, which can create barriers. Cross-border workers seem to be able to go beyond this and thus find employment in the neighbouring country and move there (Brahimi, 1980; Krämer, 2004; Hamman, 2005). These workers follow a cross-border, and therefore international, career without being expatriated. Nevertheless, in management sciences, alternative forms of international mobility to expatriation (such as cross-border mobility, for example) are mainly addressed in the existing literature on international management, to the detriment of the comparative approach to career management (Cerdin et al., 2012).However, human resource management is perceived differently by organizations depending on the employees concerned, especially when it comes to their careers (Cerdin, 2004), especially since cross-border workers seem to constitute a specific occupational category: they work internationally without being expatriates or international commuters. This profile may also have an impact on their work relationship and, in particular, on their perception of the expectations of the organizations they decide to turn to and therefore, also on the expectations they may have of these organizations. This implies a modified vision of the exchange relationship between the employee and his/her organization (Pennaforte, 2012) and therefore of the career of these cross-border workers.Based on this observation, this study is based on the following problem: In what way is the management of cross-border careers in the Upper Rhine specific for the different parties involved?Using the model of the psychological contract, i.e. the correspondence of employers' expectations with those of employees (Pennaforte, 2012) and a potential evolution from a career promise to a promise of employability (Dany, 2002), we analyze and provide elements of understanding of the expectations of the different parties involved in the psychological contract (employees and employers), which we then extended to the cross-border labour market.It thus emerges that a successful career for cross-border workers is a linear and vertical career. From the point of view of the expectations of organizations, it appears that a focus on skills is observed as well as on the development possibilities of individuals. Finally, concerning the cross-border labour market, we have observed a matching of expectations regarding transversal skills. Career management in the Upper Rhine region appears to be trinational. The expectations of the different stakeholders in this management overlap, except for intercultural skills, since there is a lack of consensus on their definition (Bartel-Radic, 2014). The latter distorts their recognition as such.