Counting Immigrants and Expatriates in OECD Countries

Migrant-Related Attitudes and Perceived Ethnic Threats Between In-Groups and Out-Groups: <i>The cases of Greece and Sweden</i>

“…In the study out-group members, namely immigrants, are opera- as people from non-EU countries gain the most from naturalisation". Dumont and Lemaître (2005) underline that Greece and Sweden adopt different naturalisation processes, as in the latter the citizenship acquisition is easier and more common than in Greece. Similarly, MIPEX II indicates that Sweden has the highest score in the policy area of "access to nationality" among the 28 participating countries whereas Greece scores second worst (Niessen, Huddleston & Citron 2007 Respondents indicate their responses on a four-point scale ranging from 1 (allow many) to 4 (allow none).…”

Tackling Labour Mismatches and Promoting Mobility in Hungary

“…Tax privileges for immigrants, including returning emigrants, exist in many OECD countries (Dumont and Lemaître, 2005). For example, the Netherlands offers high-skilled expatriates in the country a 30% income tax break and Israel has recently broadened tax privileges of immigrants and extended them to returning migrants.…”

Exploring Diversity Management in Transnational Corporations Through the Lens of Migration and Expatriation

“…This goes to negate the earlier assumption about the migration of skilled individuals as an avenue for brain-drain. Brain-drain is characterized by the movement of highly skilled workforce from developing to industrialized countries with resultant loss of economic potential to the developing country (Dumont & Lemaître, 2005;Lowell & Findlay, 2001). In recent times the notion of brain-drain has been replaced with that of "globalisation of human capital, brain exchange, brain circulation and the creation of a globally mobile workforce" (Vertovec, 2002, p. 7).…”

“…An expatriate is a highly skilled migrant (Gatti, 2009). Hence, countries experience difficulties in defining those to be categorized as immigrants, resulting in the inadequacy of available migration data (Dumont & Lemaître, 2005). Rather than focusing on the phenomenon of movement, the literature on expatriation and international management has focused on the motive for movement and the socioeconomic backgrounds of the movers instead of the phenomenon of the transnational movement (Bolino, 2007).…”

“…Transnational corporations send home-country staff and specialist executives to foreign subsidiaries for a variety of reasons. Some of these reasons include effecting control; transferring skills, knowledge, managerial and technical knowhow; ensuring that the subsidiaries conform to corporate culture and global strategy; organizational development, and to ensure that subsidiary operations are in the best interest of the global headquarters (Bolino, 2007;Dumont & Lemaître, 2005;Harzing, 2001;Oltra et al, 2013;Syed et al, 2014). Scheible (2015) argued that because the knowledge and experiences of different individuals are needed across all locations to enhance organizational development, it becomes imperative to consider managing the diversity that would emerge as a result of staff mobility.…”