Repositioning Global Staff Transfers: A Learning Perspective

Welch, Denice E.; Steen, Adam

doi:10.1002/hrm.21557

Cited by 40 publications

(2 citation statements)

References 66 publications

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“…Job design seems to be relevant at two points of the expatriationrepatriation cycle. First, clarity about the purpose of the international assignment has been shown to have a positive effect on the ability of repatriates to focus on the acquisition of knowledge that is relevant to the domestic work unit and, therefore, can more easily be transferred to domestic work unit members upon return (Welch and Steen, 2013). Second, the design of the reentry job seems to be of utmost importance for RKT.…”

Section: Hpwps and Rktmentioning

confidence: 99%

A practical perspective on repatriate knowledge transfer

Burmeister

Deller

2016

Journal of Global Mobility

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Purpose – The purpose of this paper is to identify organizational support practices that facilitate repatriate knowledge transfer (RKT) in order to overcome the lack of strategic utilization of repatriate knowledge. Design/methodology/approach – In Study 1, 134 repatriates responded to an online questionnaire and evaluated the organizational support that their organizations provided to facilitate RKT. In Study 2, 22 repatriates and human resource managers were interviewed. Interviewees were asked to assess to which extent the use of seven high-performance work practices – selection and staffing, training, career development, job design, performance appraisal, compensation and rewards, and internal communication – before, during, and after international assignments facilitated RKT. They also explained how these practices were implemented in their organizations. Findings – The results of Study 1 showed that organizations primarily provide administrative repatriation support, while more strategic and knowledge transfer-related support is missing. Study 2 indicated that certain support practices are more important for the utilization of repatriate knowledge than others. Knowledge-related debriefing sessions after repatriation and targeted internal communication mechanisms were seen as important enablers of RKT. In contrast, selection and financial rewards were not seen as relevant facilitators of RKT. Originality/value – Research on RKT reports that organizations still lack the right tools to harvest repatriate knowledge. This study indicates which organizational support practices appear to be most important for the facilitation of RKT, and provides some guidance regarding their implementation.

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Section: Hpwps and Rktmentioning

confidence: 99%

A practical perspective on repatriate knowledge transfer

Burmeister

Deller

2016

Journal of Global Mobility

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“…“Emergent strategies are those which are realized despite, or in the absence of, intentions: a form of unintended order. There is an absence of preconception but a pattern is discernible” in retrospect (Welch & Steen, , p. 796).…”

Section: Internationalization and Language Strategy Evolutionmentioning

confidence: 99%

Coping with multilingualism: Internationalization and the evolution of language strategy

Welch

2018

Global Strategy Journal

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Research Summary: In this article, we explore the interaction between internationalization and language strategy. We identify a range of language coping mechanisms that internationalizing firms use in response to the multilingualism they encounter. Learning outcomes and strategy implications of each of these mechanisms are identified. We then build a conceptual model to depict how, over time, interaction and influence between internationalization and language strategy become a two‐way, co‐evolutionary process. A key aspect is the role of management in shifting the firm from a reactive to a more proactive stance on language strategy. A case study is used to contextualize and illustrate the co‐evolutionary process over the long term. Case data demonstrate the constant adoption and adaptation of coping mechanisms that feed into language strategy as internationalization unfolds. Managerial Summary: This article links the internationalization process of firms with the exposure to multilingualism and the development of language strategy. We outline how internationalizing firms may utilize a range of language coping mechanisms—such as the adoption of a common corporate language—to handle multilingualism. These feed into the development of language strategy. The case of Fazer, the Finnish bakery, confectionary, and catering firm, provides an illustration of how language strategy co‐evolves over time as internationalization proceeds—in Fazer's case, many decades. Fazer's experience also demonstrates the importance of management and changes in top management in ensuring a more proactive language strategy is adopted and enforced. Adequate allocation of resources and a link to performance management were found to be critical in supporting strategic implementation.

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The Cambridge Handbook of Intercultural Training

2020

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Repositioning Global Staff Transfers: A Learning Perspective

Cited by 40 publications

References 66 publications

A practical perspective on repatriate knowledge transfer

A practical perspective on repatriate knowledge transfer

Coping with multilingualism: Internationalization and the evolution of language strategy

The Cambridge Handbook of Intercultural Training

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