Global Mobility in the 21st Century

McNulty, Yvonne; Cieri, Helen De

doi:10.1007/s11575-011-0104-1

Cited by 36 publications

(12 citation statements)

References 72 publications

(85 reference statements)

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“…Needless to say, determining a satisfactory compensation package that responds to the needs of the expatriate(s) and the MNC may pose several challenges and impasses ( Harvey and Moeller, 2009 ). Balancing the expatriate's total returns for work is important in a stable environment ( McNulty, 2014 ) in an unstable economic environment, it takes on even more significance and is paramount ( McNulty and De Cieri, 2011 ).…”

Section: Applying the Set-real Options Frameworkmentioning

confidence: 99%

Sustainable expatriate compensation in an uncertain environment

Maley

Moeller²,

Ting

2020

Journal of International Management

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Section: Applying the Set-real Options Frameworkmentioning

confidence: 99%

Sustainable expatriate compensation in an uncertain environment

Maley

Moeller²,

Ting

2020

Journal of International Management

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“…Their topics of study comprise, among others, expatriate assignment management/practices, (Black and Gregersen, 1999;Caligiuri and C ;Collings et al, 2007;Martins and Diaconescu, 2015;Harvey and Novicevic, 2001;Lin et al, 2012;Ntshona, 2007;Tungli and Peiperl, 2009), expatriate performance, success or failure (Ghafoor at al., 2011;McNulty and Chirie, 2011;Deen, 2011;Ren at al, 2015;Goodall et al, 2007;Harzing, 1995;Kartika and Lee, 2014;McCabe, 1993), female expatriates, differences between male and female expatriates (Selmer and Leung, 2003;Lundström, 2013), improving expatriate productivity (Bird and Dunbar, 1991), expatriate social networks, country risks (Bader and Schuster, 2014) and so forth.…”

Section: Literature Reviewmentioning

confidence: 99%

The Barriers to Increasing the Productivity in Expatriate Management: Examples in the World and Turkey

Aracı

2015

Procedia - Social and Behavioral Sciences

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In the current frame of global rivalry perceptive, one of the significant formulas of multinational enterprises to obtain competitive advantage is having human resources who are well-equipped and having mobile ability. This situation increases the need for those who have the quality to work abroad for a definite duration, and bring forward the issue of Expariate Management (EM) for Human Resources Management (HRM). The right choose and management of assigned personnel effectively in this way is a quite important matter because of the global knowledge that is provides in areas such as production, management, marketing, but at the same time it is a problem because of high costs it may cause. The most common and costly problem facing multinationals in doing business in over seas countries is the high level failure of expatriates because of the adaptation problems to the new country. The adaptation problem expariates faced to a large extent may arise from various reasons in many developed and developing countries. This reveals the neccessity of differentiation of EM by countries. The aim of this study is to provide a brief overview of some adaptation problems encountered by expariates, to give information about EM practices and views in the world and to illustrate the EM practices of Turkey and the point it has reached in Turkey though various examples. There have been few studies dealing specifically with expatriate practices in Turkey. It is hoped that the current paper can fill this gap. Putting the barriers to increasing the productivity in EM and offering some examples from the world can be useful for both the success of business employing expatriates and for numerous scholars to study in this field.

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“…It has become clear that career growth is a by-product of both the individual's perceptions and the organization's actions. For example, organizational career growth (OCG) may entail a rational calculation by both the employee and the organization as they individually consider the perceived (possible) costs and benefits associated with their continuing supportive relationship (e.g., McNulty and De Cieri, 2011). As in the case of social capital, this is also apt to start with a process of testing the waters, which allows employees to gauge investor interest in a potential offering before undertaking any career plan.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Social capital and career growth

Kang

Gold

Kim

et al. 2019

IJM

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Purpose The purpose of this paper is to examine the instrumental use of social capital regarding career growth within an organization, focusing on the mediating role of perceived competence mobilization and the moderating role of two situational variables: perceived external prestige and job insecurity climate. Design/methodology/approach Relationships among the constructs are predicted based on relevant literature, and are tested using survey results from 324 employees working in 14 leading corporations in Korea. Findings Results show that social capital positively influenced, via perceived competence mobilization, each of two career growth dimensions (i.e. the personal efforts to develop a career and the experience of being rewarded by the organization). In contrast, moderated path analysis indicated that perceptions of external prestige and job insecurity climate failed to moderate the indirect effect of social capital on career growth. Practical implications In light of the instrumental use of social capital and the ensuring mechanism of competence mobilization, a detailed understanding of this effect on career growth cannot only neutralize the fears of brain drain, but is also helpful in providing possibilities for building new career development strategies. Originality/value Although social capital has become an influential concept in social sciences, little evidence has been presented on the above relationship, particularly from the perspective of careerist orientation. This may be the first research examining how and when the influence of social capital becomes instrumental with respect to career attainment within an organization.

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Global Mobility in the 21st Century

Cited by 36 publications

References 72 publications

Sustainable expatriate compensation in an uncertain environment

Sustainable expatriate compensation in an uncertain environment

The Barriers to Increasing the Productivity in Expatriate Management: Examples in the World and Turkey

Social capital and career growth

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