Revisiting repatriation concerns: organizational support versus career and contextual influences

Lazarova, Mila; Cerdin, Jean Luc

doi:10.1057/palgrave.jibs.8400273

Cited by 202 publications

(254 citation statements)

References 80 publications

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“…Recent research has criticized the well-established assumption that retention upon repatriation automatically benefits the larger organization (Lazarova & Cerdin, 2007).…”

Section: Limitations and Future Researchmentioning

confidence: 99%

Why do international assignees stay? An organizational embeddedness perspective

2011

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We apply an organizational embeddedness perspective to examine international assignees' retention with the organization. Specifically, we hypothesize that assignees' social ties within and their perceived fit with the host unit positively relate to two sacrifices with leaving the organization: their firmspecific learning during the assignment and their perceived career prospects in the organization. Perceived career prospects is expected to predict subsequent retention, moderated by firm-specific learning. These hypotheses are tested using a sample of 143 inpatriates in ten German multinationals with retention measured two and four years later. We show that inpatriates' trusting ties with HQ staff and their fit with the HQ positively relates to their firm-specific learning and their perceived career prospects, and that the latter predicts their retention two and four years later. Perceived career prospects mediates the direct relationship between inpatriates' fit with the HQ and inpatriate retention, and the indirect relationship between inpatriates' trusting ties with HQ staff and their retention. Furthermore, inpatriates' firm-specific learning mitigates the effect of perceived career prospects on retention decisions two years later. We contribute to the organizational embeddedness, careers, and international business literatures by explaining when and how facets of organizational embeddedness relate to assignee retention.

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“…Recent research has criticized the well-established assumption that retention upon repatriation automatically benefits the larger organization (Lazarova & Cerdin, 2007).…”

Section: Limitations and Future Researchmentioning

confidence: 99%

Why do international assignees stay? An organizational embeddedness perspective

2011

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“…Os resultados mostram que os executivos percebem que as práticas das empresas não atendem às suas expectativas e, portanto, enfrentam muitos problemas de adaptação e frustrações (Linehan & Scullion, 2002;Suutari & Brewster, 2003;Tung, 1998). Poucos são os estudos que investigam o tema sob o ponto de vista da organização (Harvey, 1989;Lazarova & Caligiuri, 2001;Lazarova & Cerdin, 2007). Em relação à literatura nacional, não foi encontrado nenhum estudo sobre repatriados nos anais do Encontro Nacional da Associação Nacional de Pós-Graduação e Pesquisa em Administração [ENANPAD] desde o ano de 2000 e apenas alguns artigos sobre expatriação mencionam o tema (ver Freitas, 2000a;Pereira, Pimentel, & Kato, 2004).…”

Section: Introductionunclassified

Práticas de recursos humanos do processo de repatriação de executivos brasileiros

Lima

Lacombe

2010

Rev. adm. contemp.

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A repatriação é um processo de importância estratégica para as organizações internacionalizadas e a gestão desses executivos requer políticas e práticas inovadoras, dada a complexidade dos desafios que enfrentam em suas carreiras internacionais. A pesquisa sobre o tema tem sido realizada, em geral, com os repatriados, sendo poucos os estudos conduzidos com as organizações e nenhuma no contexto brasileiro. Este artigo pretende ser uma contribuição sobre o tema, ao apresentar uma pesquisa que teve por objetivo investigar e analisar as políticas e práticas adotadas por 20 multinacionais, brasileiras e estrangeiras, instaladas no Brasil, quanto ao processo de repatriação de executivos brasileiros na perspectiva da organização, representada pelo responsável pelo processo de expatriação e repatriação. Os resultados mostram que as políticas e práticas adotadas são mais voltadas a oferecer apoio operacional do que direcionadas a um plano estratégico de aproveitamento de competências e experiências. Ademais, a permanência do repatriado na empresa e a adaptação do repatriado e da família ao país, à vida social e familiar, parecem depender mais do esforço pessoal dos repatriados e familiares e do próprio mercado de trabalho do país, do que das práticas organizacionais.

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“…With surprisingly few exceptions, the majority of multinational enterprises (MNEs) do not harvest repatriate knowledge, according to the repatriate literature. Their failure to recognize and utilize this valuable asset might make repatriates more vulnerable to recruitment by other MNEs (Lazarova & Cerdin, 2007;McEvoy & Buller, 2013;Oddou et al, 2013). A small but growing number of researchers are studying the process of repatriate knowledge transfer (RKT) and repatriates have been described as important enablers of intraorganizational knowledge transfer, due to their ability to adapt the acquired knowledge to different contexts and their motivation to share their newly acquired knowledge with others (Huang, Chiu, & Lu, 2013;Oddou et al, 2013;Reiche, 2012).…”

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confidence: 99%

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

Burmeister

Osland

Oddou

et al. 2015

AMPROC

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To date, no reliable and valid instrument exists that measures repatriate knowledge transfer.Therefore, this paper demonstrates the initial steps of the item and scale development process of a new instrument measuring repatriate knowledge transfer. The original item pool was reduced and four scales were developed based on the following selection criteria: individual item performance (M, SD, skewness, kurtosis), the reliabilities of the scales (inter-item correlation, item-total correlation, Cronbach's alpha) and the factor structures of the scales (factor loadings, scree test, Eigenvalues, % variance explained). The four scales measure (a) the type of repatriate knowledge transferred, both (b) the ability and (c) the motivation of repatriates to transfer their newly acquired knowledge, as well as (d) the success of repatriate knowledge transfer into the domestic work unit. The next steps in the scale validation process, implications for practitioners and future research opportunities are discussed.

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Revisiting repatriation concerns: organizational support versus career and contextual influences

Cited by 202 publications

References 80 publications

Why do international assignees stay? An organizational embeddedness perspective

Why do international assignees stay? An organizational embeddedness perspective

Práticas de recursos humanos do processo de repatriação de executivos brasileiros

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

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