The dark side of expatriation: dysfunctional relationships, expatriate crises, predjudice and a VUCA world

Bader, Benjamin; Schuster, Tassilo; Bader, Anna Katharina; Shaffer, Margaret A.

doi:10.1108/jgm-06-2019-070

Cited by 27 publications

(24 citation statements)

References 53 publications

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“…Extant literature has identified expatriate supervisors as the "ideal boss" (e.g., Selmer, 1996) whereas other studies have suggested that HCNs are essential to foster expatriate success (Toh & DeNisi, 2007). For example, Bader et al (2019) concluded that expatriate supervisors may negatively affect HCNs' affective commitment, which may however be influenced by HCNs' values. The RL lens has the potential to elucidate these rather opposing views since it goes beyond the leader-follower dyad and centers on the broader context in which expatriation occurs, and in this way focuses on supervisors' engagement with stakeholders both inside and outside the organization.…”

Section: Discussionmentioning

confidence: 99%

“…Across cultures, fundamental values and virtues are likely to differ (Szőcs & Miska, 2020), making cross-cultural adjustment even more challenging. Correspondingly, Bader et al (2019) pointed to important unanswered questions in global mobility research, such as to what extent an individual's values and ethics might change when abroad or how expatriates are affected by and deal with value clashes. These issues are particularly apposite when considering the "dark" side of expatriation, where value dissimilarities may incline expatriates toward unethical practices in host countries.…”

Section: Cross-cultural Adjustmentmentioning

confidence: 99%

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Responsible leadership during international assignments: a novel approach toward expatriation success

Marques

Miska

Crespo

et al. 2021

The International Journal of Human Resource Management

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Adopting a responsible leadership (RL) lens and drawing on intergroup behavior and social identity theory, we analyze a sample of 111 expatriates using partial least squares structural equation modeling (PLS-SEM). Our findings indicate that RL enacted by host-country supervisors is positively associated with international assignees' cross-cultural adjustment and affective wellbeing at work, in turn leading to better expatriate performance. RL may thus facilitate adjustment and well-being in the host country. We emphasize the support potential when expatriates' supervisors are guided by a strong values foundation and exhibit stakeholder engagement. In this way, we aim to provide a perspective for studying leadership dynamics in the expatriation context that goes beyond leader-follower dyads within organizations. We believe that expatriation research can benefit from adopting a broader stakeholder view on leadership that considers business-society interrelations and outline some direction that might take.

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Section: Discussionmentioning

confidence: 99%

Section: Cross-cultural Adjustmentmentioning

confidence: 99%

Responsible leadership during international assignments: a novel approach toward expatriation success

Marques

Miska

Crespo

et al. 2021

The International Journal of Human Resource Management

View full text Add to dashboard Cite

show abstract

“…While a few studies have applied the JD-R theory in the migration (Qin et al, 2014), repatriation (Ren et al, 2014) and expatriation context Lazarova et al, 2010), no study has yet empirically tested a set of demands and resources and their impact on work-related outcomes for expatriates working in environments considered to be particularly stressful. A focus on not only positive work-related outcomes (wellbeing, engagement) but also the darker side (in JD-R research often represented as burnout) would be relatively new in the scholarly debate on expatriates (Bader et al, 2019b). Possibly the inclusion of personal demands and resources might be particularly insightful in context where the expatriates' work and private spheres are blurred and research shows that non-work constraints have a more profound impact on the expatriate's wellbeing (see Bader et al, 2016).…”

Section: Discussion Future Research and Contributionmentioning

confidence: 99%

“…well-being, engagement) but also the darker side (e.g. burnout) would be relatively new in the scholarly debate about expatriates (Bader et al , 2019b). It would reflect the logic of detrimental effects (i.e.…”

Section: Discussion Future Research and Contributionmentioning

confidence: 99%

Expatriate management in hostile environments from a multi-stakeholder perspective – a systematic review

Faeth

Kittler

2020

JGM

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PurposeThe successful management of business expatriates and their families in hostile environments (HE) is a current concern for academics and human resources (HR) practitioners alike. Terrorism and other forms of violent crime have become salient topics on the public agenda, and international organizations are increasingly affected. Hence, scholarly interest in the HR implications for organizations sending staff to HEs has recently grown, and a nascent research area has emerged. This paper is the first systematic review synthesizing emerging literature in the field of expatriate management in HEs and its theoretical foundations, applying a multi-stakeholder perspective.Design/methodology/approachFollowing accepted review procedures, systematic searches were conducted across three major databases. Manual search in target journals provided additional scrutiny.FindingsAfter analysing 28 articles, four main stakeholders were identified as follows: environments, expatriates, assigning organizations and the expatriates' social networks. Findings reveal the ways of how all stakeholders can affect expatiation success or be affected so that the success of the assignment is jeopardised.Originality/valueOur paper illustrates how these diverse articles can be linked within a comprehensive multi-stakeholder framework and provides avenues for future research. We also shift attention to neglected theoretical perspectives that might further improve the understanding of expatriates in HEs while offering actionable guidance for managerial and organizational practices.

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“…HAOs are not able to comply as easily with these field expectations. They display what Bader et al (2019) describe as a typical area of conflict: compliance versus adjustment in a volatile, uncertain, complex and ambiguous (VUCA) environment, as it applies to the disaster relief environment. Their highly unpredictable environment requires flexible handling with staffing expectations which seems to be the basis of legitimation in the field (see Figure 2).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Personnel mobility in German non-profit organizations – an institutional perspective

Maletzky

Grosskopf

2020

JGM

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PurposeDrawing on an institutional perspective, the purpose of this paper is to shed light on mobility patterns and assignment situations in 15 German non-profit organizations (NPOs) in the public diplomacy and international aid sectors. Its aim is to explore how differing field logics are related to international staffing practices in the different sectors.Design/methodology/approachA multiple case study approach was employed, based on 51 expert interviews and corresponding document analysis.FindingsThe findings display similarities between NPOs of the same sector but differences between the sectors with regard to numbers of “expensive” expatriates and the assignment situation; this is a result of the intersection of different institutional pressures in the respective fields.Research limitations/implicationsThe article is based on a limited number of cases in the German context and does not allow for generalization. The results may be NPO specific; further research is necessary to compare the institutional embeddedness of staffing decisions in MNCs, other NPO sectors and country contexts.Practical implicationsOrganizations in both fields find different answers to similar external pressures, which may encourage mutual learning.Originality/valueThis article highlights the neglected research topic of expatriation in non-corporate assignment settings and offers an alternative view on staffing decisions than the previously predominant rational one.

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The dark side of expatriation: dysfunctional relationships, expatriate crises, predjudice and a VUCA world

Cited by 27 publications

References 53 publications

Responsible leadership during international assignments: a novel approach toward expatriation success

Responsible leadership during international assignments: a novel approach toward expatriation success

Expatriate management in hostile environments from a multi-stakeholder perspective – a systematic review

Personnel mobility in German non-profit organizations – an institutional perspective

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