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Article
Publication date: 9 August 2022

João Vasco Coelho

Managerial discourses tend to portray work-related mobility practices in a positive light, presenting mobility assignments as a place of stimulus and differentiation. A conception…

1166

Abstract

Purpose

Managerial discourses tend to portray work-related mobility practices in a positive light, presenting mobility assignments as a place of stimulus and differentiation. A conception of mobility as an opportunity, may contrast, in specific economies and business settings, with lived personal experiences. This article reports the results of a three-year study, aimed to question how multinational companies (MNCs) located in a small and developing European economy (Portugal) are building talent pools for expatriate assignments. Interaction effects, as proposed by the job demands-resources (JD-R) theory, are considered as lens to understand the interplay of company expatriate policies, willingness profiles and psychological contracts of expatriates. By using a Portuguese sample, the study examines whether prior findings in mature economies and consolidated MNCs can be generalized to less developed international business settings.

Design/methodology/approach

A three-year study, encompassing 24 expatriate cases observed in five multinational firms born or located in Portugal. Two techniques of empirical data collection were used: statistical sources and documental analysis and in-depth interviews. A total of 37 interviews were conducted, both in-person and remotely, of which 13 were with company managers and representatives, and 24 with expatriates (as defined and referred like this by the companies under study).

Findings

Heterogeneous company policies, ranging from juvenile, functionalist to more dynamic and flow-based approaches, are presented as qualifying resources of willingness levels and psychological contracts of expatriates. Observed interaction effects between policies, willingness and psychological contracts, empirically mirrored in three profiles (conformist, protean and disrupted expatriates) suggest that incentive effects (emanating from company policies) and job demand-resource balance, factored as terms of social and economic trade, are non-linear and asymmetric, influencing firm propensity to succeed while using international work to support company expansion goals. As job resources, expatriate policies are presented as operating as pull or push factors: functionalist HR approaches seem to act as push factors generating more conformist or compelled willingness profiles.

Research limitations/implications

Generalization of study's outcomes has limitations. Future studies are encouraged to use comparative and longitudinal research designs. Furthermore, future research should include business expatriates with entry-level positions, and increase the number of interviewees, as results can also be considered as limited by sample size.

Practical implications

It is suggested that further strategic work is needed to present expatriation development value, formally screen and consider willingness level as selection criteria, and enlarge the pool (from internal to external) of candidates, in peripheral economic settings such as Portugal. A shift to more dynamic and job resource-dense policies are suggested as beneficial, as pathway to optimize social and economic value from expatriation assignments and work experiences.

Originality/value

By putting the interplay between macro and micro-level processes into perspective, the study provides empirical evidence on how company expatriate policies have come to promote unforeseen differentiation of employee willingness and psychological contracts at the heart of MNCs. This is particularly relevant in developing economies such as Portugal, challenging the need to build talent pools for international work assignments. Empirical data illustrating company policies interactive effects with different willingness profiles and psychological contracts of expatriates is provided.

Article
Publication date: 2 July 2020

Susan Shortland and Stephen J. Perkins

The purpose of this paper is to examine how female expatriates interpret the effectiveness of practical implementation of equality/diversity policies, trusting this to support…

1085

Abstract

Purpose

The purpose of this paper is to examine how female expatriates interpret the effectiveness of practical implementation of equality/diversity policies, trusting this to support their expatriate careers.

Design/methodology/approach

A cross-sectional, qualitative research approach draws upon in-depth semi-structured interviews with 14 human resources equality/diversity policy implementers and 26 current female expatriates in two oil and gas firms.

Findings

Early-career stage female expatriates believe that equality/diversity policy implementation will support their international careers. At the most senior levels, women expatriates highlight unequal treatment breaching their trust in delivery of equality/diversity principles to support their expatriate career progression.

Research limitations/implications

Longitudinal research is needed to assess how early-career women expatriates' willingness to trust in organisational equality/diversity principles alters as their careers progress, and the effects of any changing trust relations on their contributions to organisational strategic objectives. Larger senior female expatriate samples are needed to research links between trust relations and turnover.

Practical implications

Organisations must weigh up benefits from using transparent expatriate selection processes versus less formal mechanisms, if informal processes are not to undermine espoused equality interventions. Unconscious bias training should form part of wide-ranging programmes to tackle discrimination. Senior managerial action with embedded accountability is needed.

Originality/value

Exploring the rhetoric and reality of equality/diversity policy implementation on women comprising a minority expatriate group, this research demonstrates women expatriates' early-career trust in gender equality falls away as they first recognise and then accept diminishing female expatriate senior grade representation and the implications for their expatriate careers. Should turnover result, this could detrimentally affect organisational expatriate gender diversity objectives.

Details

Journal of Global Mobility: The Home of Expatriate Management Research, vol. 8 no. 2
Type: Research Article
ISSN: 2049-8799

Keywords

Article
Publication date: 4 September 2007

Stephen J. Perkins and Romain Daste

The purpose of this article is to enhance understanding of influences on interaction between corporate personnel and development specialists and line functions associated with…

3417

Abstract

Purpose

The purpose of this article is to enhance understanding of influences on interaction between corporate personnel and development specialists and line functions associated with expatriating managers. Line managers are expected to accept greater responsibility for people management and development. But line managers' strategies for managing risks inherent in supervising expatriate managers may cause to surface incompatibilities with specialists' corporate “policy conscience” role. A pluralistically inclined perspective on “managerial interest streams” offers insights into inter‐group perceptions and behaviour.

Design/methodology/approach

Focusing on organisational actors' interpretations, a non‐standardised survey by e‐mail, covering a small sample of expatriate managers (n=20) employed in various countries by a large UK‐headquartered healthcare retail group, was complemented by semi‐structured interviews with personnel and development specialists in a further seven large multinational companies.

Findings

Potential tensions around the application of corporate expatriation policy may be attributed to factors “educating” line and specialist orientations to expatriate managers.

Originality/value

The value of the paper is in the development of an original model sketching pluralistically located interaction around expatriation management. While limited to an exploratory empirical investigation, the practical implications derive from specification of opportunities and threats to partnership building between those involved in expatriating managers.

Details

Journal of European Industrial Training, vol. 31 no. 7
Type: Research Article
ISSN: 0309-0590

Keywords

Article
Publication date: 3 April 2018

Susan Shortland

The purpose of this paper is to examine how decisions to undertake organisationally assigned expatriation are influenced by employers’ international assignment (IA) compensation…

2189

Abstract

Purpose

The purpose of this paper is to examine how decisions to undertake organisationally assigned expatriation are influenced by employers’ international assignment (IA) compensation and benefits policies, seen through the lens of female expatriate breadwinners working in the male-dominated oil and gas exploration and production industry.

Design/methodology/approach

A triangulated qualitative research approach draws upon: policy analysis in two oil and gas firms; interviews with two IAs Managers in Human Resources; and in-depth interviews with 26 female expatriates with experience of a variety of assignment types.

Findings

The paper identifies premiums that uplift salary, housing quality, access to healthcare, travel and leave arrangements, dual careers and children’s education as women’s main deal makers.

Research limitations/implications

Longitudinal studies and comparisons of men’s and women’s views on policy aspects that support assignment acceptance and cause assignment rejection are needed across a range of industries.

Practical implications

Housing quality is a key factor in women’s assignment acceptance. Good communication prior to expatriation can help build confidence in healthcare provision. Employers should consider how travel and leave policy can be implemented flexibly. Assistance with seeking work visas for partners and coordinating dual career couples’ assignments can facilitate female expatriation.

Originality/value

This paper provides new knowledge on how the content of organisations’ international compensation and benefits policies influences female expatriate breadwinners’ assignment acceptance set within the theoretical framework of compensating differentials. It proposes a model to depict financial and non-financial deal makers to women’s assignment acceptance.

Details

Personnel Review, vol. 47 no. 3
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 25 February 2022

Susan Shortland and Stephen J. Perkins

The purpose of this paper is to report on trends in the deployment of minority expatriates, review organisational interventions to increase expatriate diversity and to consider…

1238

Abstract

Purpose

The purpose of this paper is to report on trends in the deployment of minority expatriates, review organisational interventions to increase expatriate diversity and to consider the challenges facing employers in widening expatriate diversity through a review of practitioner publications published by relocation management companies/consultancies.

Design/methodology/approach

A review of 109 practitioner publications on organisational international assignment policy and practice was conducted to identify trends across three decades in minority expatriation and employer interventions to widen expatriate diversity.

Findings

Practitioner publications record percentage female expatriate participation and expatriate age profiles. While expatriate diversity challenges are reported, employer interventions focus on supporting women and LGBTQ+ assignees but with little detail on their outcomes. There is little emphasis on ethnicity/race, religion, disability, pregnancy/maternity, intersectionality of diversity characteristics and inclusion.

Research limitations/implications

Practitioner publications consulted were primarily Western-focused, with access to a “complete” publications record precluded. Academic research that compares employer policy on diversity interventions with how it is implemented is needed.

Practical implications

A stronger focus on supporting the full range of expatriate diversity attributes and intersectionality is required, explaining how challenges have been addressed and inclusion achieved.

Social implications

Analysis of employer interventions could assist organisations to widen expatriate diversity and inclusion, and minorities to access international careers.

Originality/value

This review of practitioner data reveals trends in the deployment of minority expatriates, interventions taken by employers and challenges they perceive in widening expatriate diversity, providing a unique perspective and enriching our understanding of academic expatriate diversity research. Path-dependent organisational action may hinder employers' future focus on diversity, inclusion and intersectionality.

Details

Career Development International, vol. 27 no. 2
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 12 December 2016

Joost Bücker, Erik Poutsma and Hananja Monster

The purpose of this paper is to offer a timely assessment of the influence of human resource (HR) processes and policies on expatriates’ employability, using a Dutch international…

2938

Abstract

Purpose

The purpose of this paper is to offer a timely assessment of the influence of human resource (HR) processes and policies on expatriates’ employability, using a Dutch international engineering firm as the study setting.

Design/methodology/approach

The qualitative study, based on in-depth interviews with 15 respondents in various roles, such as expatriates, repatriates, HR managers and line managers, is complemented by a document analysis of HR policy reports about expatriation processes.

Findings

Expatriation management influences the internal employability of engineering expatriates, yet most HR policies related to expatriation work are counterproductive in terms of in-company employability of expatriates.

Research limitations/implications

Further research could extend this single case study by differentiating engineering from management functions and addressing employability implications for other assignments and other forms of expatriation. Comparisons are also possible across various stakeholders with regard to social support.

Practical implications

HR management can follow several prescriptions revealed by this study to increase expatriates’ employability within the organization.

Originality/value

This study is among the first to relate expatriation processes to the dimensions of employability.

Details

Journal of Global Mobility: The Home of Expatriate Management Research, vol. 4 no. 4
Type: Research Article
ISSN: 2049-8799

Keywords

Article
Publication date: 1 June 1980

J.G. Trimmer

The basic purpose of this article is to review briefly those factors most likely to have a major influence on remuneration and compensation policy for expatriates in the 1980s and…

Abstract

The basic purpose of this article is to review briefly those factors most likely to have a major influence on remuneration and compensation policy for expatriates in the 1980s and how these factors may be reflected in changes in policy and approach. These two aspects are, however, closely interrelated so have not been dealt with as completely separate subjects.

Details

Management Decision, vol. 18 no. 6
Type: Research Article
ISSN: 0025-1747

Article
Publication date: 2 November 2018

Hooi Lai Wan

The purpose of this paper is to explore the factors needed for the development of global human resources for leadership assignments in foreign subsidiaries. The paper aims to find…

3843

Abstract

Purpose

The purpose of this paper is to explore the factors needed for the development of global human resources for leadership assignments in foreign subsidiaries. The paper aims to find an answer to enhance expatriate mission accomplishment rate at subsidiaries abroad.

Design/methodology/approach

This study examines the development of global human resources. In-depth face-to-face interviews were employed to collect data from eight senior HR managers in three financial institutions in Taiwan, while data from 28 expatriates in the overseas subsidiaries were obtained from asynchronous e-mail interviews. Conventional content analysis was used to code categories directly from the data.

Findings

The results of the study revealed that organizational policies do not focus on developing global human resources. To portray a global image, the focus is on staffing overseas subsidiaries with foreigners and Taiwanese that can speak English. Development to prepare staff for expatriation is limited to pre-departure training that focused mainly on language and cultural awareness training. However, organizational support during expatriation and repatriation is important. Expatriates view security briefing crucial and familiarization visit helps them to decide whether or not to accept expatriation. Organizational policies favor those that were not expatriated in terms of career progression deter managers from accepting international assignments.

Originality/value

It highlights some best practices in developing global human resources taking into consideration the herd mentality and social perspective. Social support, social learning and social capital are instrumental in developing global human resources as these hasten cultural adjustment.

Details

Journal of Global Mobility: The Home of Expatriate Management Research, vol. 7 no. 1
Type: Research Article
ISSN: 2049-8799

Keywords

Article
Publication date: 20 July 2021

Syed Mohyuddin, Santoshi Sengupta, Parth Patel, Verma Prikshat and Arup Varma

This article aims to examine the challenges faced by highly skilled expatriates (i.e. professionals and managers) from the Indian subcontinent (i.e. India and neighboring…

Abstract

Purpose

This article aims to examine the challenges faced by highly skilled expatriates (i.e. professionals and managers) from the Indian subcontinent (i.e. India and neighboring countries) as they attempt to advance their careers in Australia. Extant literature has revealed significant gaps between policies for skilled migration proposed by governments in developed countries and the response to policies by organizations in those countries. By employing the theories of habitus, disembedding, sensemaking and acculturation as frameworks for analysis, the authors explore and explain how these expatriates settle and integrate into their new lives and careers as they resolve their experience of habitus.

Design/methodology/approach

This study employed phenomenology and narrative research techniques using 21 in-depth, semistructured interviews with expatriate professionals from India, Pakistan, Sri Lanka and Bangladesh to explore and examine their expatriation experiences and their occupational progress in Australia.

Findings

The findings reveal that on migrating to Australia, expatriate professionals are uprooted from their home country habitus and thrust into new conditions that cause them to lose their cultural, economic, intellectual and social capital, which further leads them into a state of “disembeddedness.” These highly skilled expatriates then rely on sensemaking and acculturation to resolve their crisis of habitus. The authors also found that gender is a significant factor in this process, as female expatriates faced more career-related barriers compared to their male counterparts.

Originality/value

This article brings into focus previously unexamined avenues of expatriation research and proposes a novel theoretical framework that is instrumental in explaining the settlement and integration process of highly skilled professionals from emerging nations.

Details

Journal of Intellectual Capital, vol. 23 no. 1
Type: Research Article
ISSN: 1469-1930

Keywords

Article
Publication date: 1 January 2010

Judy Pate and Hugh Scullion

The purpose of this paper is to examine whether traditional conventions of the expatriate psychological contract have altered from both employer and employee perspectives. In…

6162

Abstract

Purpose

The purpose of this paper is to examine whether traditional conventions of the expatriate psychological contract have altered from both employer and employee perspectives. In essence to what extent have multi‐national corporations adjusted organisational practices to reflect changing circumstances and to what extent have expatriates altered their mindset towards employers' obligations and requirements.

Design/methodology/approach

The paper draws on findings of three organisational case studies and is based on in‐depth interviews with HR managers, line managers and expatriates.

Findings

The findings reveale that the overall tone of the psychological contract from the employers' perspective is transactional. From an employee perspective, preliminary evidence suggests that the dynamics of the employment relationship is changing and that employees have responded to contract changes by seeking to ensure their employability and reduce their dependence on a single organisation.

Practical implications

The paper focuses on four areas for managers: first, pro‐actively influencing expatriates' expectations thereby minimising misunderstandings; second, organisations should be very aware of “the remuneration market rate” for a particular location; third, policies of support and contact would aid feelings of integration. Finally, more attention should be paid new approaches to strategic talent management.

Originality/value

This paper contributes theoretically and empirically to the literature on expatriates' psychological contracts, an area where there is a dearth of empirical research. The paper also increases the understanding of the variety of expatriate perceptions in different contexts, thereby deepening the understanding of the importance of context in this area.

Details

Employee Relations, vol. 32 no. 1
Type: Research Article
ISSN: 0142-5455

Keywords

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