A practical perspective on repatriate knowledge transfer

Abstract

Purpose – The purpose of this paper is to identify organizational support practices that facilitate repatriate knowledge transfer (RKT) in order to overcome the lack of strategic utilization of repatriate knowledge. Design/methodology/approach – In Study 1, 134 repatriates responded to an online questionnaire and evaluated the organizational support that their organizations provided to facilitate RKT. In Study 2, 22 repatriates and human resource managers were interviewed. Interviewees were asked to assess to which extent the use of seven high-performance work practices – selection and staffing, training, career development, job design, performance appraisal, compensation and rewards, and internal communication – before, during, and after international assignments facilitated RKT. They also explained how these practices were implemented in their organizations. Findings – The results of Study 1 showed that organizations primarily provide administrative repatriation support, while more strategic and knowledge transfer-related support is missing. Study 2 indicated that certain support practices are more important for the utilization of repatriate knowledge than others. Knowledge-related debriefing sessions after repatriation and targeted internal communication mechanisms were seen as important enablers of RKT. In contrast, selection and financial rewards were not seen as relevant facilitators of RKT. Originality/value – Research on RKT reports that organizations still lack the right tools to harvest repatriate knowledge. This study indicates which organizational support practices appear to be most important for the facilitation of RKT, and provides some guidance regarding their implementation.

Mediating Role of Job Satisfaction in the Relationship Between Organizational Support and Job Performance

“…In this study, it was found that POS has significant positive direct effect on PJP, the finding is consistent with past empirical findings of Na-Nan, Saribut and Sanamthong [9], Xiu, Dauner and McIntosh [10], Du et al [11], Byrne and Hochwarter [12], Biswakarma [13], Burmeister and Deller [14], Yaakobi and Weisberg [15], Wickramasinghe and Wickramasinghe [8], Hakkak, Gashti, and Nawaser [1], Guan, Sun, Hou, Zhao, and Luan [17], Armeli, Eisenberger, Fasolo, and Lynch [16], Eisenberger, Huntington, and Hutchison [6], where it was mentioned that the critical role in the employees' performance, they are to be sufficiently supported by the organization [13]. Burmeister and Deller [14], Yaakobi and Weisberg [15] concluded that perceived environmental support and knowledge sharing as the main factors which can heightened active job performance. However, it fails to support the study which advocate that there is no relationship between POS and PJP e.g., Bennett and Liden [18] and Wayne, Shore, and Liden [19].…”

“…Biswakarma [13] found a significant relationship between perceived job performance and perceived organizational support, and mentioned that the critical role in the employees' performance, they are to be sufficiently supported by the organization. Likewise, the studies of Burmeister and Deller [14], Yaakobi and Weisberg [15] proposed perceived environmental support and knowledge sharing as the main factors which enhanced effective employee job performance. Armeli, Eisenberger, Fasolo, and Lynch [16] studied patrol officers in USA with high socio-emotional needs, found that there was generally a positive relationship between Perceived Organizational Support and performance.…”

Expatriation and repatriation as one integrated process: the roles of developmental assignments, repatriate turnover, employee willingness for expatriation and repatriation support practices

“…In this regard, practitioners should especially acknowledge that the findings from both academic research and practitioner-oriented reports have frequently observed the lack of availability of repatriation support practices in MNCs (e.g. Burmeister and Deller, 2016; Brookfield Global Relocation Services, 2016; Pattie et al. , 2010; Tahir, 2018).…”

“…In this regard, practitioners should especially acknowledge that the findings from both academic research and practitioner-oriented reports have frequently observed the lack of availability of repatriation support practices in MNCs (e.g. Burmeister and Deller, 2016;Brookfield Global Relocation Services, 2016;Pattie et al, 2010;Tahir, 2018). For instance, a large practitioner-oriented report that consisted of 124 large MNCs around the world, the 2016 Talent Mobility Trends Survey (Brookfield Global Relocation Services, 2016) found that 44% of the participated MNCs did not have any initiatives or programs in place to increase repatriate retention upon return.…”

International assignments, human capital resources and MNC subsidiary performance in CEE countries

“…Moreover, inpatriates could also value the experience and relationships developed at the HQ to transfer local knowledge to HQ. But this advantage is constrained by the existence of certain conditions at the organizational level that fosters the repatriate knowledge transfer (Burmeister and Deller, 2016).…”