PurposeDrawing on career and self‐initiated expatriation/repatriation literatures, this paper aims to examine the career experiences of Chinese self‐initiated repatriates after their return to China.Design/methodology/approachThe authors conducted an exploratory, qualitative study involving in‐depth interviews with 20 Chinese individuals who returned to China after spending at least three years living, studying and/or working in a range of “host” countries.FindingsThis study shows that the career agency of Chinese returnees reflects both independent and interdependent factors. It provides specific empirical support for Tams and Arthur's argument that career agency is impacted by both individual and contextual factors.Research limitations/implicationsThe findings indicate the central role played by individual proactivity and contextual influences during self‐initiated repatriation. The small sample size allows for rich data, but limits the generalizability of the findings.Practical implicationsManagerial practices that address the unique career values and expectations of self‐initiated repatriates can facilitate the application of skills and knowledge acquired abroad to the local context. Policy makers should provide more institutional support to encourage and facilitate the return of overseas Chinese.Originality/valueThis study is among only a small number to explore the experiences of self‐initiated repatriates in developing countries. Recent research has addressed the importance of recognizing and identifying the boundaries that constrain and enable global careers. This study identifies a number of such boundaries and also adds to the understanding of the challenges and difficulties of repatriation.

This paper is an extension of the literature on pregnancy and work, and it introduces miscarriage as an important topic of study in management. Miscarriage starts with a pregnancy, so a woman who has miscarried deals with many of the same workplace issues as women who carry to term. The experience of miscarriage, however, often leads to physical and emotional trauma and/or grief that many women hide from their co‐workers. In this paper we also explore how secrecy is an integral part of the miscarriage experience. The combination of secrecy and grief that is layered on top of a difficult physical experience makes miscarriage a unique experience that, to date, has mostly been ignored in management literature and practice. It is well documented that contemporary corporate structures have little room for addressing procreation, health and grief, it is perhaps unsurprising then that despite miscarriage being seen as a relatively common event it remains silenced.

Purpose – This paper aims to introduce a supplementary strategic mapping tool designed specifically for family businesses. The authors extend the popular tool of strategy maps into the family business arena to address potential misalignments arising from the family imprint on a business. The resulting family enterprise strategy map (FESM) aims, both literally and figuratively, to get internal stakeholders on the same page in their pursuit of family business objectives. Using the FESM, family managers can enhance strategy design and implementation, thereby increasing the viability and longevity of their enterprises for future generations. Design/methodology/approach – The framework draws from previous work on strategic maps, from scholarly research on family businesses and from the authors’ experiences consulting with family enterprises. The framework addresses four distinct but interrelated perspectives requiring managerial attention: family business objectives, family alignment, family systems and family business foundation. The case of Mondavi Winery is used to illustrate the prescriptive value of the FESM. Findings – The FESM is meant to be used cooperatively among internal stakeholders to tease out potential challenges that can hinder the effective design and implementation of a family business strategy. The FESM makes explicit the primary objectives of the family business, prompts stakeholders to voice professional and personal ambitions in the business and brings individual risk propensities to the dialogue. Systems and activities necessary for successful strategy implementation are also underlined in the FESM. Lastly, the framework helps to identify the strategic foundation that can be leveraged to achieve the family enterprise’s objective. Originality/value – The value of the FESM is threefold. First, having family members and non-family managers engage in this activity can make known individual, family and non-family functions, desires and goals. In doing so, the FESM also effectively highlights misalignments among and between various internal stakeholders that may otherwise go unnoticed. Second, the FESM draws management’s attention to specific family-related resources and capabilities within the company and, just as importantly, those that need to be cultivated to achieve strategic objectives. Third, the FESM can serve as a valuable reminder during those times when family systems begin to malfunction or to diverge from intended objectives.

The "global war for talent" refers to the increasing competition among organizations and regional governments for top employees. The concept of "war" in this context acts as a powerful metaphor, heightening the intensity with which organizational and regional leaders mobilize their efforts to create, attract, and retain "top talent." However, this article argues that the "war for talent" is not a distant practice articulated between corporate and state spheres of action but a set of activities directly connected to those in higher education institutions. Framed through the theoretical and methodological approach of Institutional Ethnography, this study tracked students' activities and experiences with a university's economic development initiative, Generation Now, showing how the students' experiences are connected to the global war for talent, how they become its foot soldiers, and with what consequences. More generally, tracing these connections is critical for making sense of contemporary modes of organizing in university classrooms, furthering class hierarchies and neoliberal rationales not necessarily related to students' educational expectations in the conventional sense. Specifically in this case, experiences derived from classroom activities drafted and differentiated students for a war not of their making while naturalizing their "rightful" places in the global economy.

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