Expatriation: A developing research agenda

Bonache, Jaime; Brewster, Chris; Suutari, Vesa

doi:10.1002/1520-6874(200101/02)43:1<3::aid-tie2>3.0.co;2-4

Cited by 202 publications

(151 citation statements)

References 56 publications

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“…On the other side, the individual oriented motive provides the inpatriate manager with corporate socialization and firm-specific skills in readiness for future management positions within the global organization (Bonache, Brewster, & Suutari, 2001;Moeller et al, 2010). The second moderating force is the duration of the assignment to HQ.…”

Section: Retentionmentioning

confidence: 99%

Global talent management and inpatriate social capital building: a status inconsistency perspective

Moeller

Maley

Harvey

et al. 2015

The International Journal of Human Resource Management

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Distinct to expatriate managers at the subsidiary-level, inpatriate managers' influence at the headquarter (HQ)-level is controlled by the extent to which an inpatriate manager is able to 'win' status from HQ personnel. The primary goal of the paper is to conceptualize how organizational support, in the form of global talent management (GTM) practices, can alleviate inpatriates' difficulties in building social capital at HQ. Building social capital at HQ is vital for inpatriates to attain status in order to build the inter-unit social capital that enables them to pursue their boundary-spanning role across HQs and subsidiaries. Status inconsistency theory is put forward to recognize the personal, professional and structural incongruence of events and activities at HQ carried out with respect to inpatriates. We argue that inpatriate managers become empowered at HQ only when social capital is accumulated whereby social capital is driven by an acknowledgment of inpatriates as a legitimate staffing option. The relationship between GTM practices and social capital building needs to be managed properly by inpatriates themselves as well as by the organization. A future research agenda helping to build social capital of inpatriates through GTM infrastructure is discussed and propositions are offered throughout.

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Section: Retentionmentioning

confidence: 99%

Global talent management and inpatriate social capital building: a status inconsistency perspective

Moeller

Maley

Harvey

et al. 2015

The International Journal of Human Resource Management

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“…As note, inpatriates can act as important "linking pins" between foreign subsidiaries and HQ. Indeed, their boundary spanning role (Harvey et al, 2001) between the HQ and subsidiary facilitates increased knowledge of subsidiary operations in the HQ, while on repatriation they can transfer knowledge about the corporate culture, routines and processes to their subsidiary facilitating corporate integration (Bonache et al, 2001;Lazarova & Tarique, 2005). Given the increasing realisation that knowledge is embodied in individuals (Felin & Hesterly, 2007) and highly contextual and tacit in nature (Riusala & Suutari, 2004) inpatriate assignments represent an important transmission channel for subsidiary knowledge to the HQ and vice versa on repatriation (Reiche, Kraimer & Harzing, 2009).…”

Section: Implications For Practicementioning

confidence: 99%

Swimming against the tide: Outward staffing flows from multinational subsidiaries

Collings

McDonnell

Gunnigle

et al. 2010

Human Resource Management

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Studying the flows of parent country nationals in multinational enterprises (MNEs) to subsidiary operations has a relatively long tradition. Studying flows of subsidiary employees to other subsidiaries, as third country nationals, and to the corporate headquarters, as inpatriates, however, has empirically, much less pedigree. Drawing on a large-scale empirical study of MNEs in Ireland, this paper provides a benchmark of outward flows of international assignees from the Irish subsidiaries of foreign owned MNEs to both corporate headquarters and other worldwide operations. Building on insights from the resource-based view and neoinstitutional theory, we develop and test a theoretical model to explain outward staffing flows. The results show that almost half of all MNEs use some form of outward staffing flows from their Irish operations. Although the impact of specific variables in explaining interorganization variation differs between the utilization of inpatriate and third country national assignments, overall we find that a number of headquarters, subsidiary, structural, and human resource systems factors emerge as strong predictors of outward staffing flows.

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“…We also benefited from reviews on particular aspects of E&R, like Harvey and Moeller's (2009) historical review of the emergence of E&R, Thomas and Lazarova's (2006) review on adjustment and performance, and Altman and Shortland's (2008) review of women expatriates. The two general reviews by Bonache, Brewster, & Suutari (2001) and Brewster & Scullion (1997) cover publications that are over 15 years old, however. As such, this paper offers us the opportunity to address the most recent publications while conducting a systematic review of the literature to date and over time, highlighting the progress made and addressing the challenges that lie ahead.…”

Section: Global Mobilitymentioning

confidence: 99%

Career Mobility in a Global Era: Advances in Managing Expatriation and Repatriation

Baruch

Altman

Tung

2016

The Academy of Management Annals

114

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The surge of interest in expatriation and repatriation within the broader discourse on labor mobility of professionals and high-skilled labor, human capital development and the theory and practice of people management, serves as the backdrop to this paper. We propose that expatriation and repatriation be framed in the context of global careers and embedded in the wider social-economic environment of globalization through the lens of a career ecosystem theory. We chart the evolution of scholarly publications on career mobility over the past four decades and highlight current trends, in particular the emergence of self-initiated expatriation as a pivotal change in the direction of expatriation studies and derived practice. We assess the rigor of empirical findings, weigh theoretical underpinnings, offer a research agenda for future research and outline managerial implications.

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Expatriation: A developing research agenda

Cited by 202 publications

References 56 publications

Global talent management and inpatriate social capital building: a status inconsistency perspective

Global talent management and inpatriate social capital building: a status inconsistency perspective

Swimming against the tide: Outward staffing flows from multinational subsidiaries

Career Mobility in a Global Era: Advances in Managing Expatriation and Repatriation

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