Up in the air: an examination of the work–life balance of fly-in–fly-out academics

Jais, Juraifa; Smyrnios, Kosmas X.; Hoare, Lynnel

doi:10.1080/07294360.2015.1024623

Cited by 11 publications

(9 citation statements)

References 31 publications

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“…In 28 articles (34%), individuals that were not linked to a particular organisation made up the sample, while there were 11 papers (13%) with research in a public sector environment. This setting was unexpected but can be explained as follows; 5 of these papers were based on data within the World Bank Group ( Dimberg et al, 2001 ; Dimberg et al, 2002 ; Espino, Sundstrom, Frick, Jacobs, & Peters, 2002 ; Liese, Mundt, Dell, Nagy, & Demure, 1997 ; Striker et al, 1999 ); another 5 studies were conducted in universities ( Crowne & Engle, 2016 ; Jais et al, 2015a , Jais et al, 2015b ; Jais, Smyrnios, & Hoare, 2015c ; Salt & Wood, 2014 ), and 1 study was within the Irish Defence Forces ( Crowley-Henry & Heaslip, 2014 ). In the remaining 5 papers (6%), regions and countries were the focus of research ( Anderson, 2007 ; Belenkiy & Riker, 2012 ; Collins & Tisdell, 2004 ; Gholipour and Foroughi, 2019 , Gholipour and Foroughi, 2020 ).…”

Section: Resultsmentioning

confidence: 99%

Flexible global working arrangements: An integrative review and future research agenda

Jooss

McDonnell

Conroy

2021

Human Resource Management Review

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The topography of global mobility within multinational enterprises (MNEs) is evolving where we now have a portfolio of flexible global working arrangements (FGWAs) including: international business travellers, flexpatriates, short-term international assignees, international commuters, and rotational assignees. The need for more agile structures and more efficient mechanisms to transfer globally dispersed knowledge are two key enablers in this evolution. With increased interest, this paper offers the first systematic, integrative review of 100 articles on FGWAs. The review indicates that these forms of global work appear to be a somewhat overlooked double-edged sword in that they may confer significant but unrealised value for MNEs alongside hidden, adverse consequences for individuals. Notable was the lack of insight into the HR function's input or oversight at either a strategic or operational level. We find that there is a distinct lack of strategic linkages to global mobility and/or HR functions. We propose a research agenda that centres on better understanding the international HR function's role and responsibility in providing a more strategic and sustainable perspective of these increasingly common FGWAs alongside virtual work. The COVID-19 pandemic may offer a critical juncture point in which there is greater strategic consideration on the utilisation and support of such arrangements.

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Section: Resultsmentioning

confidence: 99%

Flexible global working arrangements: An integrative review and future research agenda

Jooss

McDonnell

Conroy

2021

Human Resource Management Review

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“…These studies range in their methodological approaches, with many utilizing qualitative methods, some phenomenological, revolving around two central topics. The first topic concentrates on staff members who have participated in exchange programs (Slethaug, 2007), international fieldwork programs (Simonelis et al, 2011) or fly-in fly-out teaching (Bordogna, 2017; Jais et al, 2015). The second focuses on educators who have lived overseas as expatriates, living, and working in an Asian country for a year or more (Melby et al, 2008).…”

Section: Academic Staff Member Experiences Of International Teachingmentioning

confidence: 99%

Transnational Teaching: Evaluating the Application of Heideggerian Phenomenology and IPA in a Study of Lived Experiences

Bordogna

2021

International Journal of Qualitative Methods

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Transnational education has increased over the past decade for multiple reasons. Higher education institutions driven by a need to increase non-governmental funding and the concept of higher education as a commodity, have combined to cause many institutions to extend their activities into the field of transnational education partnerships. To ensure the survival of these strategic alliances, teaching faculty are required to service the commodity being exported from the UK. This unique study uses this context to evaluate the application of Heideggerian phenomenology and IPA as a means of analyzing the lived experiences of academic practitioners and the effects on their being. The study concludes that Heideggerian philosophical thought provides an insightful lens when combined with IPA, by providing access to an individual’s personal perception of events as opposed to other methodologies that simply attempt to produce an objective account of the event itself. Two vignettes from the data exemplify how the approach can help us understand participant lived experiences in a given context, as well as documenting the wider benefits of applying this approach in other studies that concern the lived experiences of individuals.

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“…Changing population demographics are also likely to have an impact, with students from a broader range of backgrounds, and more diverse life stages (HESA 2019). Yet there the sector appears to be continuing to seek to grow, and to sustain this by leveraging the globalisation of the sector, either through importing international students to existing campuses, through sending academics to teach overseas "flying faculty", through establishing operations overseas more directly or through franchise agreements (Jais et al 2015).…”

Section: Situational or Extrinsic Challengesmentioning

confidence: 99%

Lean as a Framework for Humanisation in Higher Education

Yorkstone

Clarke

Mann

2020

Humanising Higher Education

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Lean management is a compelling concept, with a significant history. Lean is at the root of the Operations Management discipline and is now in practice, relatively ubiquitously. This includes in Higher Education (HE), where lean, although not always described as lean in name, is having an impact in Universities worldwide. Central to lean is the idea of beginning from true purpose, and the authors seek to explore how lean intersects with humanisation in HE.We will begin by introducing the roles we have taken as authors in writing this chapter: Steve and Susanne both work in HE -Steve in Scotland, and Susanne the other end of the UK in the South Coast of England. We meet up regularly all over the world to support the development of lean and continuous improvement in HE globally. In this chapter we share theorical perspectives on lean and humanising, with Steve providing the guiding hand for the case studies in this chapter, and his experience in lean. James has enthusiastically contributed and taken forward ideas into practice and has shown great generosity in sharing his experiences to support embedding these ideas more widely within HE. Susanne brings her experience of the humanisation framework in theory and practice.We will introduce lean by discussing lean as an industrial approach, in order to introduce key concepts in use where lean is practiced. We will go onto outline how these principles can play out in practice through a case study describing a programme of lean activity in a university helpdesk. Foremost is our wish to illustrating the interplay between lean and humanisation. The chapter then discusses some of the broader challenges facing the sector. It closes by addressing how a humanising lean approach has a role in offering a practical way forward. Understanding LeanLean is often viewed as an approach to continuous improvement. Frequently, lean is associated with the removal of "non-value adding activity" to add velocity to business processes. This understanding of lean is limited, however, and misleading. More recently lean has come to be synonymous with the concept of "respect for people". Lean advocates suggest that it is not simply that continuous improvement requires respect for people to succeed, but rather that genuine respect for people is what causes the emergence of continuous improvement (Clarke et al. 2018).Lean as a term was coined by Womack and Jones (2007) describing research into the Japanese automotive industry, especially in Toyota. Originally "lean" was a term of derision for the Toyota Production System, reflecting a system running on the minimum resourcing required. However, as the discussion around lean went further, it came to be understood that using the minimum resource to achieve the goal was optimally efficient and therefore a blessing (not a cause for derision). Early translations of lean into other workplaces focussed on the removal of "waste" from processes, i.e. any activity that does not add value to the customer. This focus solely on removing waste, however, is only ...

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Up in the air: an examination of the work–life balance of fly-in–fly-out academics

Cited by 11 publications

References 31 publications

Flexible global working arrangements: An integrative review and future research agenda

Flexible global working arrangements: An integrative review and future research agenda

Transnational Teaching: Evaluating the Application of Heideggerian Phenomenology and IPA in a Study of Lived Experiences

Lean as a Framework for Humanisation in Higher Education

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