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Book part
Publication date: 10 October 2011

Roger C. Russell and Catherine E. Aquino-Russell

Purpose — The purpose of this chapter is to provide knowledge and insights gained into Canadian expatriates' perspectives of living and working in Indonesia and to enhance the…

Abstract

Purpose — The purpose of this chapter is to provide knowledge and insights gained into Canadian expatriates' perspectives of living and working in Indonesia and to enhance the reader's understanding of the lived experience of being immersed in another culture.

Methodology — A descriptive phenomenological qualitative method was employed, which uncovered paradoxes that were lived by Canadian expatriate managers.

Findings — The following paradoxes are presented using participants' words and lived experiences of the authors: powerful-powerless, understanding-not understanding, being supported-not supported, belonging-not belonging and freedom-restriction.

Research limitations — While the qualitative findings may not be ‘generalisable’ according to a quantitative viewpoint, they are certainly applicable to others' experiences as demonstrated by the authors' description of their own experiences.

Practical implications — Enhanced understanding of this lived experience will spark improved expatriation strategies and lead directly to significant improvement in the overall performance of international organisations because an effective expatriate will be more capable of facilitating the two-way sharing and blending of the local and exogenous knowledge, therefore fulfilling a key role in knowledge transfer.

Social implications –– The importance of being open to others' lived experiences and supporting others who are immersed in another culture has universal appeal from a social perspective.

Originality/value of chapter — This is a unique research chapter describing research findings and joining participants' words and experiences with the authors' experiences. As well it is hoped that readers will relate to the paradoxes.

Details

The Role of Expatriates in MNCs Knowledge Mobilization
Type: Book
ISBN: 978-1-78052-113-8

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Global Leadership Talent Management
Type: Book
ISBN: 978-1-78714-543-6

Book part
Publication date: 28 August 2007

Christopher Robert and Wan Yan

The study of humor has a long tradition in philosophy, sociology, psychology, anthropology, and communications. Evidence from these fields suggests that humor can have effects on…

Abstract

The study of humor has a long tradition in philosophy, sociology, psychology, anthropology, and communications. Evidence from these fields suggests that humor can have effects on creativity, cohesiveness, and performance, but organizational scholars have paid it relatively little attention. We hope to “jump-start” such a research program. To do this, we first outline the theoretical rationale underlying the production and appreciation of humor, namely, its motivational, cognitive, and emotional mechanisms. Next, we review the literature linking humor to creativity, cohesiveness, and other performance-relevant outcomes. In particular, we note how this literature is theoretically well-grounded, but that the empirical findings are largely correlational and/or based on qualitative research designs. Finally, we go beyond the current humor literature by developing specific predictions about how culture might interact with humor in organizational contexts. Throughout the paper, we discuss possible research directions and methodological issues relevant to the study of humor in organizations.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-0-7623-1432-4

Abstract

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Expatriate Leaders of International Development Projects
Type: Book
ISBN: 978-1-83909-631-0

Abstract

Details

Expatriate Leaders of International Development Projects
Type: Book
ISBN: 978-1-83909-631-0

Book part
Publication date: 3 September 2016

Dana L. Ott and Snejina Michailova

The International Human Resource Management literature has paid less attention to the selection of expatriates and the decision-making criteria with regard to such selection, than…

Abstract

Purpose

The International Human Resource Management literature has paid less attention to the selection of expatriates and the decision-making criteria with regard to such selection, than to issues relating to expatriates’ role, performance, adjustment, success, and failure. Yet, before expatriates commence their assignments, they need to be selected. The purpose of this book chapter is to provide an overview of issues related specifically to expatriate selection. In particular, the chapter traces the chronological development of selection over the last five decades or so, from prior to 1970 until present. The chapter subsequently identifies five expatriate selection criteria that have been applied in regard to traditional international assignments, but are also relevant to alternative assignments.

Methodology/approach

We begin by reviewing expatriate selection historically and its position within expatriate management based on changing business environments. Then, drawing from over five decades of literature on international assignments, we identify and discuss five organizational, individual, and contextual level criteria for selecting expatriates.

Findings

Emphasis on different issues tends to characterize expatriate selection during the various decades since the literature has taken up the topic. The chapter describes those issues, following a chronological perspective. In addition, the chapter organizes the various selection criteria in five clusters: organization philosophy, technical competence, relational abilities, personal characteristics, and spouse and family situation.

Research limitations and practical implications

While there are studies on expatriate selection, there is more to be understood with regard to the topic. Provided all other expatriation phases are subsequent, if selection is not understood in detail, the foundations of studying phases and processes that take place once expatriates are selected may not be sound. While the scholarly conversations of other expatriate-related issues should continue, the international human resource management literature can absorb more analyses on selection. A better understanding of expatriate selection will assist its better management. The chapter provides a basis for human resource management professionals to be able to map the various criteria for selection, and decide, under particular circumstances, which ones to prioritize and why.

Originality/value

The chapter brings clarity to a topic that has remained less researched when compared to other areas of interest related to expatriates and their international assignments by tracing the historical development of this important phase of the expatriation process. In addition, the chapter organizes a number of selection criteria along five core areas and discusses each of them to gain insights that help explain expatriate selection in greater detail.

Details

Global Talent Management and Staffing in MNEs
Type: Book
ISBN: 978-1-78635-353-5

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Book part
Publication date: 3 September 2016

Ying Guo, Hussain G. Rammal and Peter J. Dowling

The purpose of this chapter is to provide an overview of SIEs’ career development through international assignment. In particular, the research focus is on career capital…

Abstract

Purpose

The purpose of this chapter is to provide an overview of SIEs’ career development through international assignment. In particular, the research focus is on career capital acquirement and development of SIEs through their international assignment in China.

Methodology/approach

We review studies on SIEs and comparative studies between SIEs and OEs. We apply the career capital theory to discuss SIEs’ career capital development in terms of knowing-how, knowing-why and knowing-whom through expatriation assignment in China.

Findings

This chapter focuses on SIEs’ career capital accumulation through international assignments in China, and we develop three propositions that will guide future studies: the knowing-whom career capital development of SIEs through expatriation is increased more in network quantity than network quality in China; the knowing-why career capital development of SIEs through expatriation is influenced by the age and career stage of SIEs; and the knowing-how career capital development of SIEs through expatriation — task-related skills and local engagement skills — is influenced by the SIE’s intercultural ability and organization support respectively.

Practical implications

In practice, a better understanding of SIEs’ career capital development in terms of knowing-how, knowing-why and knowing-whom help companies make the decision to select the relevant staffing pattern. This study also has practical implications in relation to the design and selection of the training, learning and development activities provided to the employees.

Originality/value

The chapter contributes to the expatriate management literature by focusing on SIEs’ career development through their international assignment in China. SIEs’ career development is related to their cross-cultural adjustment and has impacts on the completion and success of the expatriation assignment.

Details

Global Talent Management and Staffing in MNEs
Type: Book
ISBN: 978-1-78635-353-5

Keywords

Book part
Publication date: 3 September 2016

Jan Selmer, Jakob Lauring, Ling Eleanor Zhang and Charlotte Jonasson

In this chapter, we focus on expatriate CEOs who are assigned by the parent company to work in a subsidiary and compare them to those who themselves have initiated to work abroad…

Abstract

Purpose

In this chapter, we focus on expatriate CEOs who are assigned by the parent company to work in a subsidiary and compare them to those who themselves have initiated to work abroad as CEOs. Since we do not know much about these individuals, we direct our attention to: (1) who they are (demographics), (2) what they are like (personality), and (3) how they perform (job performance).

Methodology/approach

Data was sought from 93 assigned expatriate CEOs and 94 self-initiated expatriate CEOs in China.

Findings

Our findings demonstrate that in terms of demography, self-initiated CEOs were more experienced than assigned CEOs. With regard to personality, we found difference in self-control and dispositional anger: Assigned expatriate CEOs had more self-control and less angry temperament than their self-initiated counterparts. Finally, we found assigned expatriate CEOs to rate their job performance higher than self-initiated CEOs.

Originality/value

Although there may not always be immediate benefits, career consideration often plays a role when individuals choose whether to become an expatriate. For many years, organizations have used expatriation to develop talented managers for high-level positions in the home country. Recently, however, a new trend has emerged. Talented top managers are no longer expatriated only from within parent companies to subsidiaries. Self-initiated expatriates with no prior affiliation in the parent company are increasingly used to fill top management positions in subsidiaries.

Details

Global Talent Management and Staffing in MNEs
Type: Book
ISBN: 978-1-78635-353-5

Keywords

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