Introduction to the Dossier: Institutions and Skilled Mobility

Nijenhuis, Gery; Leung, Maggi W.H.

doi:10.1111/tesg.12124

Cited by 4 publications

(3 citation statements)

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“…Beyond the realm of skilled return, an embryonic literature on the involvement of subnational bodies in connecting with and rallying economically valuable migrants is noteworthy. Conforming with the recent “urban turn” in migration studies (Glick‐Schiller & Çağlar, ), this strand is mostly concerned with municipal policies aimed at creating a friendlier “receiving context” for skilled, nonethnic migrants (Föbker, Temme, & Wiegandt, ; Nijenhuis & Leung, ), although sporadic evidence for similar frameworks for diasporic returnees have also been found (Chacko, ).…”

Section: States and Other Actorsmentioning

confidence: 99%

Diaspora strategies: Actors, members, and spaces

Cohen

2017

Geography Compass

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Recent years have seen a surge of interest in the engagement of migrant‐sending countries with their diaspora populations. Alternately referred to as diaspora strategies, diaspora engagement policies, diaspora policies, sending state strategies, or extraterritorial citizenship strategies, these systematic sets of policy initiatives were enthusiastically embraced by a broad range of southern and northern countries. The popularity of strategies as a policy tool has been accompanied by a proliferating social scientific literature. The current article reviews the quickly growing body of knowledge on diaspora strategies. Its primary objective is to underscore the distinct geographic contributions to the topic, including the territorial logic, which undergirds strategies, the scales and sites at which they are conceived and enacted, and the sociospatial boundaries, which they give rise to. The article identifies 4 main themes in the literature, namely, types and motivations, (dis)membering, states and other actors, and spatiotemporalities, discusses the salient contributions made within each, identifies their critical lacunas, and, where possible, makes constructive suggestions for a prospective research agenda.

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Section: States and Other Actorsmentioning

confidence: 99%

Diaspora strategies: Actors, members, and spaces

Cohen

2017

Geography Compass

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“…Likewise studies on national and sub-national economic development, medium-term employment projections (Wilson et al 2014) and skills strategies emphasise the importance of (highly) skilled labour in fostering economic growth (OECD 2012). Hence, in many countries and local economies there is a strategic focus on 'attracting the best talent' to address skills shortages (OECD 2008;Nijenhuis and Leung 2014;Föbker et al 2014;Bailey and Mulder 2017;Grigoleit-Richter 2017).…”

Section: Introductionmentioning

confidence: 99%

Attracting the best talent in the context of migration policy changes: the case of the UK

Green

Hogarth

2017

Journal of Ethnic and Migration Studies

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Employment projections and skills strategies emphasise the importance of (highly)-skilled labour for competitiveness. A strategic focus on 'attracting the best talent' globally may conflict with policies to 'grow local talent'. This issue is considered in the UK context of a shift from a liberal immigration regime to a demand-led system characterised by increasing restriction, through adjustments to a points-based system to manage labour migration from outside the European Economic Area (EEA). The specific focus is on an annual limit on non-EEA labour migrants introduced in 2011 and tightening of eligibility criteria for entry of (highly)-skilled migrants, amid business' concerns that this might stifle economic growth.Drawing on twenty employer case studies and literature on skills and migration policy, the article investigates the costs and implications for business in adhering and seeking to adapt to migration policy changes. Such changes pose administrative burdens on employers and limit business flexibility but associated monetary costs to businesses are difficult to quantify.Adaptation strategies and the impact of migration rule changes vary: some firms experience limited impact, some adjust their recruitment behaviour and some feel their underlying business rationale is threatened. Developing local talent is a partial long-term solution.

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“…The spatial and temporal particularities of the specific context play a dominant role in shaping these dynamics (cf. Liversage, 2009; Nijenhuis & Leung, 2014).…”

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confidence: 99%