Metaphorical “types” and human resource management: self‐selecting expatriates

Abstract

Whilst globalisation has led to increasing international mobility, the contemporary expatriate management literature has focused on managers and corporate executives who are sent on an overseas appointment by their employers. By comparison, self‐selecting expatriates remain an under‐researched group. Specifically, at a time when internationalisation is a major trend in higher education very little is known about expatriate academics as an example of self‐selecting expatriates. Drawing on a qualitative study of British academics, this article suggests that metaphor may be a useful tool for developing our understanding of self‐selecting expatriates. It then discusses the four metaphors, which have emerged from the study. Finally it shows how those metaphors can be used to facilitate better management practices not only for the growing number of expatriate academics but also for self‐selecting expatriates more generally.

The Purpose of Expatriation: Why Women Undertake International Assignments

“…However, in so doing they find themselves marginalized through cross‐cultural differences between Japan and their chosen host location (Thang et al, ) and, as Leung, Luk, and Lo () find in respect of Chinese women who pursue such managerial careers, in violation of social norms with regard to traditional sex roles at home. Self‐selecting expatriates may be viewed as “risk‐taking” individuals (Kling, Alexander, McCorkle, & Martinez, ), potentially being seen as “explorers” although also less positively as “outsiders,” even “refugees” (Richardson & McKenna, ). This is particularly the case when they take up positions in developing countries.…”

Job engagement and work outcomes in a cognitively demanding context

“…Such studies are needed since there is evidence that universities are investing a great amount of resources in hiring and retaining international academic staff (Mamiseishvili, 2011). However, it can be argued that the increasing number of expatriate academics could make human resource management in universities more problematic as expatriate academics present growing challenges for academic institutions (Richardson and McKenna, 2000). And as international relocation is growing rapidly in the university sector, it is increasingly important to acquire knowledge of this scantily researched group (Altbach, 2005).…”

Expatriate Adjustment: Validating Multicultural Personality Trait among Self-initiated Academic Expatriates

“…The increasing numbers of academic expatriates have also led to that more universities have an international faculty representing different national cultures (Altbach, 1996). Hence, the management of university becomes more challenging as expatriate academics present growing challenges for institutions of higher education (Richardson & McKenna, 2000) that is likely to be even more critical in the future. Questions arise in terms of what supports are available to academic expatriate, whether in their work and what is needed to ensure effective support and thus, lead to their effective adjustment to the new cultural environment.…”

“…The increase in the number of movement of academic expatriates has enabled the local universities to offer attractive contracts to suitably qualified academics from other countries. Being the SIEs, academic expatriates have often initiated their travel to foreign countries themselves (Richardson & McKenna, 2000). As compared to business organizations, universities present a whole new work environment involving different job requirements such as lectures, research projects, publications, consultation, acquiring research grants and administration (Barry, Berg & Changler, 2003).…”