The Use of Foreign Assignments and their Relationship with Economic Success and Business Strategy: a Comparative Analysis of Northern, Southern and Eastern European Countries

Erten, Christiane; Schiffinger, Michael; Mayrhofer, Wolfgang; Dunkel, Amanda

doi:10.1007/978-1-349-72880-0_3

Cited by 3 publications

(3 citation statements)

References 29 publications

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“…Also the increased differentiation within assignments and different forms of more flexible kinds of international work such as short term assignments, frequent flyers, commuters and rotational assignments, business travelers, flexpatriate assignments as well as virtual assignments (e.g. Harris et al 2001;Mayerhofer et al 2004a,b;Welch/Worm 2006;Demel/Mayrhofer 2008;Dowling et al 2008;Demel 2010) have not led to a more strategic use of different assignments in organizations (Erten et al 2006;Collings et al 2007). In this paper we focus on flexpatriate assignments, a term encompassing shortterm, unaccompanied and business travel assignments by people who are still in the job at home office but have a work-load in other countries, while their places of residence do not change.…”

Section: Flexpatriates Coping With Polycontextual Environmentsmentioning

confidence: 99%

Implications of Flexpatriates’ Lifestyles on HRM Practices

Mayerhofer¹,

Müller²,

Schmidt³

2010

mrev

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Section: Flexpatriates Coping With Polycontextual Environmentsmentioning

confidence: 99%

Implications of Flexpatriates’ Lifestyles on HRM Practices

Mayerhofer¹,

Müller²,

Schmidt³

2010

mrev

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“…In the early years of transformation, mostly because of investment incentives by local governments as well as cheap labour, they were mainly the target of foreign direct investments (FDI). Since then, however, companies from this region have begun to expand their existing investments and increased their foreign operation within Europe and beyond (Erten et al, 2006).…”

Section: Introductionmentioning

confidence: 99%

“…Various commentators focused on the functioning of MNCs in the CEE region (Erten et al, 2006;Poor, 2012;Poor et al, 2010Poor et al, , 2011. Most of them studied inward foreign direct investments (IFDI) and the related operation of branches of foreign (mostly American and Western European) multinationals in the region (Farkas et al, 2011;Poor et al, 2011;Smale and Suutari, 2011).…”

Section: Introductionmentioning

confidence: 99%

The roles and competencies of HR managers in Slovenian multinational companies

Kohont

Brewster

2014

Baltic Journal of Management

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Purpose – The HRM literature provides various typologies of the HR managers’ roles in organizations. The purpose of this paper is to examine how the roles and required competencies of HR managers in Slovenian multinational companies change when these companies enter the international arena. Design/methodology/approach – The authors explored the total population of 25 Slovenian multinational companies (MNCs) operating in Serbia. In these companies the authors conducted interviews with 16 expatriates working in branches in Serbia, sent questionnaires to the CEOs, and conducted a survey of 50 HR managers and interviews with 15 of them. The authors used a triangulation approach and analyzed the results by multivariate methods and content analysis. Findings – The authors found that the complexity of HR managers’ roles, and expectations of their competencies, increases with an increasing level of internationalization of companies. Orientation to people and conflict resolution are seen as elementary competencies needed in all stages of internationalization. The key competence is seen to be strategic thinking that, according to CEOs and expatriates, goes hand in hand with cultural sensitivity, openness to change and a comprehensive understanding of the international environment and business processes. Practical implications – These results can potentially be used for assessing the HRM roles and competencies in different stages of company internationalization, especially MNCs operating in the ex-communist states of Europe, and will help HR managers to support expatriates, CEOs and other employees working in branches abroad more efficiently. Originality/value – This study contributes to the review and evaluation of the quite limited research on HR managers’ roles and competencies in MNCs. It focuses on MNCs and outward internationalization in the Central and Eastern European region. It contributes to studies of the HR managers’ roles and competencies and is the first study to establish a set of roles and competencies for HR managers in Slovenian MNCs.

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