Book contents
- Global Mobility and the Management of Expatriates
- Cambridge Companions to Management
- Global Mobility and the Management of Expatriates
- Copyright page
- Contents
- Figures
- Tables
- Contributors
- 1 Global Mobility
- Part I The Expatriation Process of Corporate Expatriates
- Part II Different Types of Expatriates and Stakeholders
- Index
- References
1 - Global Mobility
Reasons, Trends, and Strategies
Published online by Cambridge University Press: 12 November 2020
Book contents
- Global Mobility and the Management of Expatriates
- Cambridge Companions to Management
- Global Mobility and the Management of Expatriates
- Copyright page
- Contents
- Figures
- Tables
- Contributors
- 1 Global Mobility
- Part I The Expatriation Process of Corporate Expatriates
- Part II Different Types of Expatriates and Stakeholders
- Index
- References
Summary
This chapter introduces background information and recent trends in expatriation. It begins by briefly reviewing the early literature on expatriation, from the 1960s to the late-1980s. It then describes changes that occurred in the 1990s that transformed radically the area of global mobility. Finally, the chapter outlines key trends in global mobility that define the landscape of the topic today. The chapter concludes by summarising the contents and key contributions that the reader will find in each chapter of this book.
Keywords
- Type
- Chapter
- Information
- Global Mobility and the Management of Expatriates , pp. 1 - 28Publisher: Cambridge University PressPrint publication year: 2020
References
Adler, N. J. 1984. Expecting international success: female managers overseas. Columbia Journal of World Business, 19(3): 79–85.Google Scholar
Adler, N. J. 1987. Pacific basin managers: a gaijin, not a woman. Human Resource Management, 26(2): 169–191.CrossRefGoogle Scholar
Athanassiou, N. & Nigh, D. 2000. Internationalization, tacit knowledge and the top management teams of MNCs. Journal of International Business Studies, 31(3): 471–487.CrossRefGoogle Scholar
Bader, A. K., Froese, F. J, Achteresch, A., & Behrens, S. 2017. Expatriates’ influence on the organizational commitment of host country nationals in China. The moderating role of individual values and status characteristics. European Journal of International Management, 11(2): 181–200.Google Scholar
Bader, K., Froese, F. J., & Kraeh, A. 2018. Clash of cultures? German expatriates’ work-life boundary adjustment in South Korea. European Management Review, 15: 357–374.Google Scholar
Banai, M. & Harry, W. 2004. Boundaryless global careers: the international itinerants. International Studies of Management & Organization, 34(3): 96–120.CrossRefGoogle Scholar
Barney, J. 1991. Firm resources and sustained competitive advantage. Journal of Management, 15: 175–190.Google Scholar
Bartlett, C. A. & Yoshihara, H. 1988. New challenges for Japanese multinationals: is organization adaptation their Achilles heel? Human Resource Management, 27(1): 19–43.CrossRefGoogle Scholar
Beaverstock, J. V. 2004. Managing across borders: knowledge management and expatriation in professional service legal firms. Journal of Economic Geography, 4(2), 157–179.CrossRefGoogle Scholar
Bebenroth, R. & Froese, F. J. 2020. Consequences of expatriate top manager replacement on foreign subsidiary performance. Journal of International Management, in press.Google Scholar
Bhaskar-Shrinivas, P., Harrison, D. A., Shaffer, M. A., & Luk, D. M. 2005. Input-based and time-based models of international adjustment: meta-analytic evidence and theoretical extensions. Academy of Management Journal, 48(2): 257–281.Google Scholar
Black, J. S. & Gregersen, H. B. 1991. When Yankee comes home: factors related to expatriate and spouse repatriation adjustment. Journal of International Business Studies, Vol. 22(4): 671–694.CrossRefGoogle Scholar
Black, J. S. & Gregersen, H. B. 1999. The right way to manage expats. Harvard Business Review, March–April, 52–63.Google Scholar
Black, J. S., Gregersen, H. B., & Mendenhall, M. E. 1992. Toward a theoretical framework of repatriation adjustment. Journal of International Business Studies, 23(4): 737–760.CrossRefGoogle Scholar
Bonache, J. 2006. The compensation of expatriates: a review and a future research agenda. In Stahl, G. & Bjorkman, I. (eds.), Handbook of Research in International Human Resource Management: 58–175. Cheltenham: Edward Elgar Publishing.Google Scholar
Bonache, J. & Brewster, C. 2001. Knowledge transfer and the management of expatriation. Thunderbird International Business Review, 43(1): 145–168.Google Scholar
Bonache, J., Brewster, C., Suutari, V., & Cerdin, J. L. 2018. The changing nature of expatriation. Thunderbird International Business Review, 60(6): 815–821.CrossRefGoogle Scholar
Bonache, J., Sánchez, J., & Zárraga-Oberty, C. 2009. The interaction of expatriate pay differential and expatriate inputs on host country nationals pay unfairness. International Journal of Human Resource Management, 20(10): 2135–2149.Google Scholar
Bonache, J. & Stirpe, L. 2012. Compensating global employees. In Stahl, G. K., Björkman, I., & Morris, S. (eds.), Handbook of Research in International Human Resource Management (2nd ed.): 162–182. Cheltenham: Edward Elgar Publishing.Google Scholar
Bonache, J. & Zárraga-Oberty, C. 2008. Determinants of the success of international assignees as knowledge transferors: a theoretical framework. International Journal of Human Resource Management, 19(1): 1–18.Google Scholar
Boyacigiller, N. 1990. The role of expatriates in the management of interdependence complexity and risk in multinational corporations. Journal of International Business Studies, 21(3): 357–381.Google Scholar
Brewster, C., Bonache, J., Cerdin, J. L., & Suutari, V. 2014. Exploring expatriate outcomes. International Journal of Human Resource Management, 25(14): 1921–1937.Google Scholar
Bruning, N. S., Sonpar, K., & Wang, X. 2012. Host-country national networks and expatriate effectiveness: a mixed-methods study. Journal of International Business Studies, 43: 444–450.Google Scholar
Caligiuri, P. M. 2000. Selecting expatriates for personality characteristics: a moderating effect of personality on the relationship between host national contact and cross-cultural adjustment. Management International Review, 40(1): 61–80.Google Scholar
Caligiuri, P. M. & Bonache, J. 2016. Evolving and enduring challenges in global mobility. Journal of World Business, 51(1): 127–141.CrossRefGoogle Scholar
Cappelli, P. 1999. The New Deal at Work: Managing the Market-driven Workforce. Boston: Harvard Business Press.Google Scholar
Caprar, D. V. 2011. Foreign locals: a cautionary tale on the culture of MNE local employees. Journal of International Business Studies, 42(5): 608–628.Google Scholar
Carpenter, M. A. & Fredrickson, J. W. 2001. Top management teams, global strategic posture, and the moderating role of uncertainty. Academy of Management Journal, 44(3): 533–545.CrossRefGoogle Scholar
Carpenter, M. A., Sanders, W. G., & Gregersen, H. B. 2001. Bundling human capital with organizational context: the impact of international assignment experience on multinational firm performance and CEO pay. Academy of Management Journal, 44(3): 493–511.Google Scholar
Cerdin, J. L. & Pargneux, M. L. 2009. Career and international assignment fit: toward an integrative model of success. Human Resource Management, 48(1): 5–25.Google Scholar
Cerdin, J. L. & Selmer, J. 2014. Who is a self-initiated expatriate? Towards conceptual clarity of a common notion. The International Journal of Human Resource Management, 25(9): 1281–1301.CrossRefGoogle Scholar
Chand, M. & Tung, R. 2014. The aging of the world’s population and its effects on global business. Academy of Management Perspectives, 28(4): 409–429.Google Scholar
Chang, Y. Y., Gong, Y., & Peng, M. W. 2012. Expatriate knowledge transfer, subsidiary absorptive capacity, and subsidiary performance. Academy of Management Journal, 55(4): 927–948.CrossRefGoogle Scholar
Chen, C. C., Choi, J., & Chi, S. C. 2002. Making justice sense of local-expatriate compensation disparity: mitigation by local referents, ideological explanations, and interpersonal sensitivity in China-foreign joint ventures. Academy of Management Journal, 45(4): 807–826.Google Scholar
Colakoglu, S., Tarique, I., & Caligiuri, P. 2009. Towards a conceptual framework for the relationship between subsidiary staffing strategy and subsidiary performance. International Journal of Human Resource Management, 20(6): 1291–1308.CrossRefGoogle Scholar
Collings, D. G., McDonnell, A., & McCarter, A. 2015. Types of international assignees. In Collings, D., Wood, G., & Caligiuri, P. (eds.), The Routledge Companion to International Human Resource Management: 259–275. London: Routledge.Google Scholar
Collings, D. G., Scullion, H., & Morley, M. J. 2007. Changing patterns of global staffing in the multinational enterprise: challenges to the conventional expatriate assignment and emerging alternatives. Journal of World Business, 42(2): 198–213.Google Scholar
Daily, C. M., Certo, S. T., & Dalton, D. R. 2000. International experience in the executive suite: the path to prosperity? Strategic Management Journal, 21(4): 515–523.3.0.CO;2-1>CrossRefGoogle Scholar
Dunning, J. H. 2009. Location and the multinational enterprise: John Dunning’s thoughts on receiving the Journal of International Business Studies 2008 Decade Award. Journal of International Business Studies, 40(1): 20–34.Google Scholar
Edström, A. & Galbraith, J. R. 1977. Transfer of Managers as a Coordination and Control Strategy in Multinational Organizations. Administrative Science Quarterly, 22(2): 248.CrossRefGoogle Scholar
Festing, M. & Maletzky, M. 2011. Cross-cultural leadership adjustment – A multilevel framework based on the theory of structuration. Human Resource Management Review, 21(3): 186–200.Google Scholar
Fiedler, F. E., Mitchel, T., & Triandis, H. C. 1971. The culture assimilator: an approach to cross-cultural training. Journal of Applied Psychology, 55(2): 95–102.Google Scholar
Finaccord, 2019. Global Expatriates: Size, Segmentation and Forecast for the Worldwide Market. Singapore.Google Scholar
Froese, F. J., Kim, K., & Eng, A. 2016. Language, cultural intelligence, and inpatriate turnover intentions: leveraging values in multinational corporations through inpatriates. Management International Review, 56: 283–301.Google Scholar
Froese, F. J. & Peltokorpi, V. 2011. Cultural distance and expatriate job satisfaction. International Journal of Intercultural Relations, 35: 49–60.Google Scholar
Froese, F. J. & Peltokorpi, V. 2013. Organizational expatriates and self-initiated expatriates: differences in cross-cultural adjustment and job satisfaction. International Journal of Human Resource Management, 24: 1953–1967.Google Scholar
Furusawa, M. & Brewster, C. 2018. Japanese self-initiated expatriates as boundary-spanners in Chinese subsidiaries of Japanese MNEs: antecedents, social capital, and HRM practices. Thunderbird International Business Review, 60(6): 911–919.Google Scholar
Furuya, N., Stevens, M. J., Bird, A., Oddou, G., & Mendenhall, M. 2009. Managing the learning and transfer of global management competence: antecedents and outcomes of Japanese repatriation effectiveness. Journal of International Business Studies, 40(2): 200–215.Google Scholar
Ghoshal, S. & Bartlett, C. A. 1990. The multinational corporation as an interorganizational network. Academy of Management Review, 15(4): 603–626.Google Scholar
Gómez Mejía, L. & Balkin, D. B. 1987. The Determinants of Managerial Satisfaction with the Expatriation and Repatriation Process. Journal of Management Development, 6(1): 7–17.Google Scholar
Groysberg, B., Nohria, N., & Herman, K. 2011. Solvay Group: International Mobility and Managing Expatriates. HBSP 9–409–079.Google Scholar
Guillén, M. F. & García-Canal, E. 2009. The American model of the multinational firm and the ‘new’ multinationals from emerging economies. Academy of Management Perspectives, 23(2): 23–35.Google Scholar
Haak-Saheem, W. & Brewster, C. 2017. ‘Hidden’ expatriates: international mobility in the United Arab Emirates as a challenge to current understanding of expatriation. Human Resource Management Journal, 27(3): 423–439.Google Scholar
Hall, D. T. 2004. He protean career: a quarter-century journey. Journal of Vocational Behavior, 65(1): 1–13.Google Scholar
Harris, H. & Brewster, C. 1999. The coffee machine system: how international resourcing really works. International Journal of Human Resource Management, 10(3): 488–500.Google Scholar
Harvey, M. G. 1982. The other side of foreign assignments: dealing with the repatriation dilemma. Columbia Journal of World Business, 17(1): 53–59.Google Scholar
Harvey, M. G., Buckley, M. R., & Novicevic, M. M. 2000. Strategic global human resource management: a necessity when entering emerging markets. Research in Personnel and Human Resources Management, 19: 175–242.Google Scholar
Harzing, A.-W. K. 1995. The persistent myth of high expatriate failure rates. International Journal of Human Resource Management, 6(2): 457–474.Google Scholar
Harzing, A.-W. K. 2001. Who’s in Charge? An empirical study of executive staffing practices in foreign subsidiaries. Human Resource Management, 40(2): 139–158.Google Scholar
Herriot, P. & Pemberton, C. 1995. New deals: The revolution in managerial careers. John Wiley.Google Scholar
Kopp, R. 1994. International human resource policies and practices in Japanese, European, and United States multinationals. Human Resource Management, 33(4): 81–599.CrossRefGoogle Scholar
Kostova, T. 1999. Transnational transfer of strategic organisational practices: a contextual perspective. Academy of Management Review, 24(2): 308–324.Google Scholar
Kraimer, M. L., Shaffer, M. A., Harrison, D. A., & Ren, H. 2012. No place like home? An identity strain perspective on repatriate turnover. Academy of Management Journal, 55(2): 399–420.Google Scholar
Lazarova, M. B. & Cerdin, J.-L. 2007. Revisiting repatriation concerns: organizational support versus career and contextual influences. Journal of International Business Studies, 38(3): 404–429.Google Scholar
Lazarova, M. B. & Tarique, I. 2005. Knowledge transfer upon repatriation. Journal of World Business, 40(4): 361–373.Google Scholar
Levy, O., Beechler, S., Taylor, S., & Boyacigiller, N. A. 2007. What we talk about when we talk about ‘global mindset’: Managerial cognition in multinational corporations. Journal of International Business Studies, 38(2): 231–258.CrossRefGoogle Scholar
Mahajan, A. & Toh, S. M. 2014. Facilitating expatriate adjustment: the role of advice-seeking from host country nationals. Journal of World Business, 49(4): 476–487.Google Scholar
Mäkelä, K. & Brewster, C. 2009. Interunit interaction contexts, interpersonal social capital, and differing levels of knowledge sharing. Human Resource Management, 48(4): 591–614.Google Scholar
Mäkelä, L., Saarenpää, K., & McNulty, Y. 2017. International business travellers, short-term assignees and international commuters. In McNulty, Y. & Selmer, J. (eds.).Research Handbook of Expatriates: 276–294. London: Edward Elgar Publishing.Google Scholar
Mäkelä, L., Suutari, V., Brewster, C., Dickmann, M., & Tornikoski, C. 2016. The impact of career capital on expatriates’ marketability. Thunderbird International Business Review, 58(1): 29–40.Google Scholar
Mendenhall, M. & Oddou, G. 1985. The dimensions of expatriate acculturation: a review. Academy of Management Review, 10(1): 39–47.Google Scholar
Mendenhall, M. & Oddou, G. 1986. Acculturation profiles of expatriate managers: implications for cross-cultural training programs. Columbia Journal of World Business, 21(4): 73–79.Google Scholar
OECD. 2017. International Migration Outlook. Paris: Organisation for Economic Co-operation and Development.Google Scholar
Okpara, J. O. & Kabongo, J. D. 2011. Cross-cultural training and expatriate adjustment: a study of western expatriates in Nigeria. Journal of World Business, 46(1): 22–30.Google Scholar
Oltra, V., Bonache, J., & Brewster, C. 2013. A new framework for understanding inequalities between expatriates and host country nationals. Journal of Business Ethics, 115(2): 291–310.Google Scholar
Ouchi, W. 1981. Theory Z: how American business can meet the Japanese challenge. Business Horizons, 24(6): 82–83.Google Scholar
Özçelik, G., Haak-Saheem, W., Brewster, C., & McNulty, Y. 2019. Hidden inequalities amongst the international workforce. In Nachmias, S. & Caven, V. (eds.), Palgrave Explorations in Workplace Stigma. Inequality and organizational practice (Vol. 2): 221–251. Cham: Palgrave Macmillan.Google Scholar
Pate, J. & Scullion, H. 2010. The changing nature of the traditional expatriate psychological contract. Employee Relations, 32(1): 56–73.Google Scholar
Peltokorpi, V. & Froese, F. J. 2009. Organizational expatriates and self-initiated expatriates: who adjusts better to work and life in Japan? International Journal of Human Resource Management, 20(5): 1095–1111.Google Scholar
Polanyi, M. 1962. Personal Knowledge: Towards a Post-critical Philosophy. Chicago: University of Chicago Press.Google Scholar
Portniagin, F. & Froese, F. J. 2019. Inpatriation management: a literature review and recommendations for future research. In Liu, Y (ed.) Research Handbook of International Talent Management: 186–212. Cheltenham: Edward Elgar Publishing.Google Scholar
PwC. 2019. PwC Global Mobility Vision of the Future. www.PwC.com/gx/en/services/people-organisation/global-employee-mobility.html, accessed 10 January 2020.Google Scholar
Reiche, B. S., Harzing, A. W., & Kraimer, M. L. 2009. The role of international assignees’ social capital in creating inter-unit intellectual capital: a cross-level model. Journal of International Business Studies, 40(3): 509–526.Google Scholar
Ren, H., Bolino, M. C., Shaffer, M. A., & Kraimer, M. L. 2013. The influence of job demands and resources on repatriate career satisfaction: a relative deprivation perspective. Journal of World Business, 48(1): 149–159.Google Scholar
Rousseau, D. M. 2004. Research edge: psychological contracts in the workplace: understanding the ties that motivate. Academy of Management Executive, 18(1): 120–127.Google Scholar
Salamin, X. & Hanappi, D. 2014. Women and international assignments: a systematic literature review exploring textual data by correspondence analysis. Journal of Global Mobility, 2(3): 343–374.Google Scholar
Sarabi, A., Froese, F.J., & Hamori, M. 2017. Is international assignment experience a ticket to the top of a foreign subsidiary? The moderating effect of subsidiary context. Journal of World Business. 52: 680–690.Google Scholar
Sarabi, A., Hamori, M., & Froese, F. J. 2019. Managing global talent flows. In Collings, D., Scullion, H., & Caliguiri, P. (eds.) Global Talent Management: 59–74. London: Routledge.Google Scholar
Schmid, S. & Wurster, D. J. 2017. International work experience: is it really accelerating the way to the management Board of MNCs? International Business Review, 26(5): 991–1008.Google Scholar
Selmer, J. 1999. Effects of coping strategies on sociocultural and psychological adjustment of Western expatriate managers in the PRC. Journal of World Business, 34(1): 41–51.Google Scholar
Shaffer, M. A. & Harrison, D.A. 2001. Forgotten partners of international assignments: development and test of a model of spouse adjustment. Journal of Applied Psychology, 86: 238–254.Google Scholar
Shaffer, M. A., Kraimer, M. L., Chen, Y., & Bolino, M. C. 2012. Choices, challenges, and career consequences of global work experiences: a review and future agenda. Journal of Management, 38(4): 1282–1327.Google Scholar
Soltani, E. & Wilkinson, A. 2011. The Razor’s edge: managing MNC affiliates in Iran. Journal of World Business, 46(4): 462–475.Google Scholar
Spreitzer, G. M., McCall, M. W., & Mahoney, J. D. 1997. Early identification of international executive potential. Journal of Applied Psychology, 82(1): 6.CrossRefGoogle Scholar
Stephens, G. K. & Black, S. 1991. The impact of spouse’s career-orientation on managers during international transfers. Journal of Management Studies, 28(4): 417–428.Google Scholar
Stoermer, S., Davies, S., & Froese, F. J. 2017. Expatriate cultural intelligence, embeddedness and knowledge sharing: a multilevel analysis. Academy of Management Best Paper Proceedings. 2017(1): 16294.CrossRefGoogle Scholar
Stoermer, S., Haslberger, A. Froese, F. J., & Kraeh, A. 2018. The influence of cross-cultural adjustment on expatriate job satisfaction: a person-environment fit perspective. Thunderbird International Business Review, 60: 851–860.CrossRefGoogle Scholar
Stroh, L. K., Varma, A., & Valy-Durbin, S. J. 2000. Why are women left at home: are they unwilling to go on international assignments? Journal of World Business, 35(3): 241.Google Scholar
Suutari, V. & Brewster, C. 2000. Making their own way: international experience through self-initiated foreign assignments. Journal of World Business, 35(4): 417–436.Google Scholar
Suutari, V. & Brewster, C. 2003. Repatriation: empirical evidence from a longitudinal study of careers and expectations among Finnish expatriates. International Journal of Human Resource Management, 14(7): 1132–1151.Google Scholar
Suutari, V. & Brewster, C. 2009. Beyond expatriation: different forms of international employment. In P. Sparrow (ed.) Handbook of International Human Resource Management: Integrating People, Process and Context: 131–150. Chichester: Wiley.Google Scholar
Suutari, V., Brewster, C., Dickmann, M., Mäkelä, L., Tanskenan, J., & Tornikoski, C. 2017. The effect of international work experience on the career success of expatriates: a comparison of assigned and self-initiated expatriates. Human Resource Management, 57(1): 37–54.Google Scholar
Szulanski, G. 1996. Exploring internal stickiness: impediments to the transfer of best practice within the firm. Strategic Management Journal, 17: 27–43.Google Scholar
Tan, D. & Mahoney, J. T. 2006. Why multinational firm chooses expatriates: integrating resource-based, agency and transaction costs perspectives. Journal of Management Studies, 43(3): 457–484.CrossRefGoogle Scholar
Tarique, I., Schuler, R., & Gong, Y. 2006. A model of multinational enterprise subsidiary staffing composition. International Journal of Human Resource Management, 17(2): 207–224.Google Scholar
Tharenou, P., 2015. Researching expatriate types: the quest for rigorous methodological approaches. Human Resource Management Journal, 25(2): 149–165.Google Scholar
Tharenou, P. & Harvey, M. 2006. Examining the overseas staffing options utilized by Australian headquartered multinational corporations. International Journal of Human Resource Management, 17(6): 1095–1114.Google Scholar
Toh, S. M. & Denisi, A. S. 2003. Host country national reactions to expatriate pay policies: a model and implications. Academy of Management Review, 28(4): 606–621.Google Scholar
Toh, S. M. & Denisi, A. S. 2007. Host country nationals as socializing agents: a social identity approach. Journal of Organizational Behavior, 28(3): 281–301.Google Scholar
Tsurumi, Y. 1978. Best of times and worst of times – Japanese management in America. Columbia Journal of World Business, 13(2): 56–61.Google Scholar
Tung, R. L. 1981. Selection and training of personnel for overseas assignments. Columbia Journal of World Business, 16(1): 68–78.Google Scholar
Tung, R. L. 1988. Career issues in international assignments. Academy of Management Perspectives, 2(3): 241–244.Google Scholar
Varma, A., Budhwar, P., & Pichler, S. 2011. Chinese host country nationals’ willingness to help expatriates: the role of social categorization. Thunderbird International Business Review, 53(3): 353–364.Google Scholar
Varma, A., Pichler, S., & Budhwar, P. 2011. The relationship between expatriate job level and host country national categorization: an investigation in the UK. International Journal of Human Resource Management, 22(1): 103–120.Google Scholar
Varma, A., Stroh, L. K., & Schmitt, L. B. 2001. Women and international assignments: the impact of supervisor–subordinate relationships. Journal of World Business, 36(4): 380.Google Scholar
Welch, D. 2003. Globalisation of staff movements: beyond cultural adjustment. Management International Review, 43(2): 149–199.Google Scholar
Yan, A., Zhu, G., & Hall, D. T. 2002. International assignments for career building: a model of agency relationships and psychological contracts. Academy of Management Review, 27(3): 373–391.Google Scholar
- 2
- Cited by