Repatriation of expatriate employees, knowledge transfer, and organizational learning

Abstract

Repatriation is a key troublesome moment of the international assignment of employees. Companies do not always have in place policies and procedures to help with the integration of returning employees and their families. Repatriates often face severe challenges to reintegrate back to the headquarters organization and to the home culture, and resent the lack of support provided by organizations. The knowledge and learning possessed by repatriates goes largely underutilized because of the lack of mechanisms and processes to unveil and circulate such knowledge to other members of the organization. This paper provides an interpretive literature review of articles published on repatriation, knowledge transfer, and organization learning 1999-2009. It also provides suggestions on specific measures to be adopted by corporations to assist in the reintegration of repatriates to enhance knowledge sharing and learning throughout the organization.

Repatriation and the Psychological Contract: A Saudi Arabian Comparative Study

“…Other studies have revealed that repatriates often develop a negative attitude toward their organization when they perceive a lack of support upon their return (Nery-Kjerfve & McLean, 2012), which consequently influences job satisfaction (Cho et al, 2012). The high turnover rates amongst repatriates in some studies Yan et al, 2002) supports these ideas in so far as they have been explained as indicators of the failure of organizations to effectively manage employees' expectations, leading to perceptions that the organization has failed to fulfill its implicit promises.…”

Repatriate Knowledge Transfer: Towards the Development of a New Measurement Instrument

“…Consequently, repatriates can function as agents of learning (Berthoin Antal & Walker, 2011;Tsang, 1999) and increase the effectiveness of how organizations address international challenges that oftentimes require the involvement of foreign subsidiaries and also affect global operations. Thereby, the value of repatriate knowledge for gaining and sustaining competitive advantages is highlighted (Crowne, 2009;Fink & Meierewert, 2005;Nery-Kjerfve & McLean, 2012).…”

Repatriation and the psychological contract: a Saudi Arabian comparative study

“…During the expatriation cycle, repatriation is usually the phase where employees experience specific uncertainties and anxieties, concerning change of income and lifestyle (Suutari & Brewster, 2003), problems of adjustment to home culture and organization (Baruch & Altman, 2002), and reverse culture shock (Hurn, 1999). Other studies have revealed that repatriates often develop a negative attitude toward their organization when they perceive a lack of support upon their return (Nery-Kjerfve & McLean, 2012), which consequently influences job satisfaction (Cho et al, 2012). The high turnover rates amongst repatriates in some studies Yan et al, 2002) supports these ideas in so far as they have been explained as indicators of the failure of organizations to effectively manage employees' expectations, leading to perceptions that the organization has failed to fulfill its implicit promises.…”