International Assignments for Career Building: A Model of Agency Relationships and Psychological Contracts

Yan, Aimin; Zhu, Guijie; Hall, Douglas T.

doi:10.2307/4134385

Cited by 159 publications

(172 citation statements)

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“…Success may be measured in objective or subjective terms (Arthur et al, 2005), a distinction sometimes referred to as internal and external careers (Hall, 1996;Jones & Lichtenstein, 2000;Schein & van Maanen, 1977). Researchers have combined some of these different viewpoints with the time dimension (Yan, Zhu, & Hall, 2002) and evaluated them along dimensions of success, failure, or a mitigated success.…”

Section: Expatriate Assignmentsmentioning

confidence: 99%

“…Between 10% and 25% of expatriates leave their company within one year of repatriation (Adler, 1996;Black, 1992;Suutari & Brewster, 2003)-a much higher figure than for equivalent nonexpatriates (Black & Gregersen, 1999). At this point, repatriates' concerns with their long-term future are at their height (see Yan et al, 2002). Arguably, repatriation is the point at which the expatriates expect their employer to "deliver" the benefits of the international assignment portion of the psychological contract.…”

Section: Adjustment To "Back Home"mentioning

confidence: 99%

“…The high turnover rates indicate either that these expectations have not been managed successfully-which leads to the employee's perception of the psychological contract that deviates from the company's-or that the organization has failed to deliver on the contract. This has been seen as a major problem for the organization but may, of course, be positive for the individual's career: Evidence is accumulating that international assignments are good for the individual even if they ultimately often lead him or her to pursue a career in another organization (Baruch, Steele, & Quantrill, 2002;Yan et al, 2002).…”

Section: Adjustment To "Back Home"mentioning

confidence: 99%

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Capital gains: expatriate adjustment and the psychological contract in international careers

Haslberger

Brewster

2009

Human Resource Management

150

136

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This paper argues that the notion of adjustment to careers involving international assignments needs to be developed further than the current literature refl ects. An expatriate assignment is an expatriate's opportunity to build career capital and a company's opportunity to generate social and intellectual capital. The extent of the capital gains will depend considerably on the expatriate's adjustment during and after the assignment, which is infl uenced by the psychological contract. We argue that our understanding of the career impact of expatriation will be enhanced by a more refi ned picture of the adjustment that expatriates experience during the assignment and during repatriation. In particular, we examine adjustment as process rather than as event. We propose a broad conception of expatriate adjustment and its link to careers.

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Section: Expatriate Assignmentsmentioning

confidence: 99%

Section: Adjustment To "Back Home"mentioning

confidence: 99%

Section: Adjustment To "Back Home"mentioning

confidence: 99%

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Capital gains: expatriate adjustment and the psychological contract in international careers

Haslberger

Brewster

2009

Human Resource Management

150

136

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“…Lazarova and Cerdin (2007) defend that "yet the empirical evidence supporting the 'proactive' perspective in the repatriate context can at best be described as insufficient" (Lazarova and Cerdin, 2007, p. 409). Most of the studies are theoretical (Leiba-O'Sullivan, 2002;Yan et al, 2002) or have been carried out with expatriates (Riusala and Suutari, 2000;Suutari and Brewster, 2003;Stahl et al, 2002;Stahl and Cerdin, 2004) or with a mixed sample of expatriates and repatriates (Tung, 1998); studies done with repatriates are the less frequent ones. Suutari and Brewster (2003) conducted a study meeting these characteristics, but the sample was quite small (n ϭ 53 repatriates), and a single empirical study has been found (Lazarova and Cerdin, 2007) with a reasonable repatriate sample (n ϭ 133) which combines the traditional perspective (to analyze the influence of HHRR practices adopted by the company to manage repatriation) and the emerging perspective (to analyze the influence of individual and contextual variables on repatriation outcomes), hence, the need for new empirical research.…”

Section: New Approaches On Repatriation Researchmentioning

confidence: 99%

New approaches on repatriation research

Arnaez

Arizkuren

Muñiz

et al. 2014

Management Research: The Journal of the Iberoamerican Academy of Management

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Purpose -The purpose of this paper is to analyze repatriation as an active actor on his/her return and not just as a passive receiver of organizational human resource management practices. Traditionally, literature has been focused on investigating the impact of organizational practices and support on repatriation, but new studies suggest that this approach is insufficient. According to these studies, individual and contextual influences are also important on repatriation and new studies are needed to measure its impact. Design/methodology/approach -This article is the base of future studies to analyze the impact of both approaches at once. Findings -The paper departs from recent literature in the field, to develop a series of research propositions.Research limitations/implications -The implications of this study include to contribute to the knowledge and future research on the expatriation process, studying the adaptation, performance, etc. of the expatriate during the international mission and particularly the last part of the process, repatriation, which has not received so much attention. Practical implications -This paper highlights that mismanagement of repatriation could lead to turnover of these valuable professionals or to a non-satisfactory reinstatement or even to inefficiency. On the other hand, the perception that repatriation is not well managed and that it does not lead to an advance for the employee could discourage future expatriates to accept international missions, which could even slow down the international progress of the company. Originality/value -The integration of the traditional and the emerging perspectives of repatriation process. ResumenEl proposito -Tradicionalmente, la literatura se ha centrado en investigar el impacto de las prácticas y apoyo organizativo en la repatriación, pero nuevos estudios sugieren que este enfoque es insuficiente.The current issue and full text archive of this journal is available at www.emeraldinsight.com/1536-5433.htm MRJIAM 12,3 326 Implicações de investigação -Contribuir para o conhecimento e futura investigação sobre o proceso de repatriação, estudando a adaptação, a performance, etc., do expatriado durante a missão internacional e, em particular, o proceso último de repatriação, que não tem recebido muita atenção. Implicações práticas -Salientar que a gestão deficiente da repatriação pode provocar a saída destes profissionais, ineficiência ou uma reentrada insatisfatória. Por outro lado, a percepção de que a repatriação não é bem gerida pode desencorajar expatriados futuros e atrasar o processo de desenvolvimento internacional da empresa. Originalidade/valor -Integração das perspectivas tradicional e emergente do processo de repatriação. Palavras-chave Repatriação, turnover, adaptação, expatriação, IHRM

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“…HRM has a signi¯cant challenge in its role to ensure that knowledge is e®ectively moved around among employees within organisation (Lengnick-Hall and Legnick-Hall, 2003). The HRM literature has recognised the existence of di®erent employment modes for employee assignment to enable the transfer of their knowledge across organisational boundaries (Yan et al, 2002;Suutari and Brewster, 2003).…”

Section: Knowledge Transfer Via Personnel Movement (Tacit Knowledge)mentioning

confidence: 99%

The Effect of HRM Practices on MNC Subsidiaries' Knowledge Transfer in Thailand

Boonyarith

2012

J. Info. Know. Mgmt.

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The study investigated how MNCs mobilise knowledge transfer¯t in subsidiaries recipients. The hypotheses are developed that the knowledge transfer process via personnel aspects enhances the individual and organisational team competency to generate and transfer knowledge to¯t with their recipients' needs. This empirical study is based on the data collected from two rounds of mailed questionnaire surveys of 600 MNC subsidiaries in Thailand. A total of 83 usable responses were returned, representing a response rate of 14%. The empirical results clarify some issues and propose the boundary conditions: (a) Firms should select people and orient with the kinds of knowledge to be transferred to take advantage of their e®ects on performance and (b) the importance of knowledge transfer through people's mobility across focal subsidiary as key drivers behind MNC's remarkable success. However,¯rms should not forget that in developing countries, there may be weaker informational capabilities and limited support industries.

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International Assignments for Career Building: A Model of Agency Relationships and Psychological Contracts

Cited by 159 publications

References 0 publications

Capital gains: expatriate adjustment and the psychological contract in international careers

Capital gains: expatriate adjustment and the psychological contract in international careers

New approaches on repatriation research

The Effect of HRM Practices on MNC Subsidiaries' Knowledge Transfer in Thailand

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