International talent flow and intention to repatriate: an identity explanation

Abstract

Using a sample of 563 Australian professionals currently working overseas, we investigate the relationships between intention to repatriate and national identity, demographic variables, quality of life, career advancement, personal networks, social context, and situational characteristics. Our findings show that national identity, length of time already spent overseas, quality of life available in the home country, employment in a multinational enterprise (MNE) and expatriate location were predictive of intention to repatriate to Australia. This research has implications for individuals, employers and government policy with regard to the management of talent flows of skilled workers.

Women’s Self-Initiated Expatriation as a Career Option and Its Ethical Issues

“…However, self-expatriation seems to be a successful option (Table I), since female professionals report a similar intention to repatriate (Hansen, 2003;Hugo et al, 2003;Mak, 1997) and incidence of repatriation (DeVoretz et al, 2003;Frank and Bélair, 1999) as men, including in controlled multiple regression analyses (Barrett and O'Connell, 2001;Beenstock, 1996;De Cieri et al, 2009). Indeed, a small number of studies suggest that female self-initiated expatriates repatriate less often than men.…”

Talent management and management fashion in Chinese enterprises: exploring case studies in Beijing

“…Holland, Sheehan and de Cieri 2007). Following Scullion and Starkey (2000), De Cieri, Sheehan, Costa, Fenwick and Cooper (2009) discuss 'international talent flows' with respect to the intention of Australian expatriates to repatriate, whilst Lehmann (2009), in a study of Thai and Malaysian service firms, links the growing interest in TM (especially talent development) to the development of 'knowledge-based economies'. The term 'talent development' is often used here as a synonym for employee, people or workforce development.…”

You've Been Framed—Framing Talent Mobility in Emerging Markets

“…In this article, we use frame analysis as a way of studying the cognition and interaction of organizational stakeholders as they seek to accept, resist, or reframe dominant management frames relating to global talent mobility. This enables an understanding of how managers can ensure that global mobility requirements are met, while still offering the flexibility demanded by individual talent whom they are seeking to retain and motivate (De Cieri, Sheehan, Costa, Fenwick, & Cooper, ). In this way, talent management practices can facilitate entry into emerging markets where individuals’ attitudes to global mobility may differ from those in the parent company.…”