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The purpose of this paper is to present a different perspective on the concept of global mobility and apply the multifaceted concept in proposing new themes to explore in expatriate management research.

This study draws upon the theoretical underpinnings relating to the New Mobilities paradigm from sociology to outline a new perspective on global mobility and thereby describe novel themes to include in future expatriate management studies.

This study identifies four themes in need of further development within the expatriate management research field: materiality, infrastructure and access, inequality and immobility and emotional dynamics. Within each of these themes, this study presents several examples of research questions that can provide new thrust to the theory development of expatriate management research.

To the best of the authors’ knowledge, this paper is the first attempt to draw on central ideas in the New Mobilities paradigm to propose a future research agenda for expatriate management studies. This study aims to enhance the study of “mobility” in new and unorthodox ways.

Little is known about the attraction, development, and attrition factors that impact on expatriates’ decision making in relation to international assignment opportunities, nor is there clear understanding as to how global mobility outcomes impact on global talent management (GTM). The purpose of this paper is to conceptualize the attraction, development, and attrition of expatriates as a process that is focussed on two core elements of expatriate ROI (eROI) – corporate ROI (cROI) and individual ROI (iROI). Further, the authors adopt an innovative approach by conceptualizing how global mobility is linked to GTM.

Applying psychological contract theory, the authors draw on empirical data from two large studies to compare the perspectives of mobility managers (the cROI inputs) with those of long-term assignees (expatriates; the iROI inputs) to identify how global mobility outcomes can impact on GTM.

By comparing and contrasting corporate and individual perspectives, the findings show a more complete picture of expatriation in practice than has been offered in prior research. Doing so highlights synergies and conflicts in the desired support provided for, and outcomes expected from, global mobility and GTM programs.

The research adds to the literature by demonstrating how cROI and iROI combine to influence overall global mobility outcomes for multinational corporations, and how these, in turn, impact on GTM initiatives and overall GTM success. It extends previous research to specifically link global mobility to GTM, and adds to the limited empirical literature on eROI. The research also advances understanding of the employment relationship during expatriation by identifying new factors and consequences pertaining to psychological contract fulfillment. Implications for future research are presented.

This paper aims to evaluate the career patterns and global mobility trajectories of hospitality and tourism graduates that are relevant for global knowledge and local talent management.

This study maps and assesses the public profiles of over 2,000 hospitality and tourism graduates from five institutions each from a different territory using a popular online professional network.

The findings highlight a network of worldwide mobility from hospitality and tourism graduates of the five institutions. The findings also suggest five different types of mobility trajectories (i.e. stateside, intra-regional, continental, inter-regional and global) and career patterns (i.e. rooted, prospector, seeker, two-homes and wanderer).

Geographical mobility of graduates in tourism and hospitality is one of the less studied phenomena; however, it is important to understand due to growing concerns regarding globalization of the workplace and internationalization of education.

This study provides insights into how knowledge transfer and talent management could be impacted by the global graduate movements.

This is one of the first studies to date to combine mobility trajectories with a classification of career patterns to provide implications relevant for global knowledge and local talent management.

Tourism and transport represent two sides of the same management process, especially in tourism destinations characterised by a consistent or a rising volume of visitor flows.

There is an ever increasing demand for highly flexible and geographically mobile professional and managerial staff in many UK companies. This means that the effective management of career development, succession planning, job mobility and relocation will be among the major challenges facing industrial and commercial organisations in the 1990s. The article describes the way that two large UK companies currently manage (and mismanage) job mobility and relocation. In 1987 the IMS described the general management of mobility and relocation as “ad hoc and kneejerk”. The findings of this study lend some support to this contention. It discusses the implications of these early findings for these companies and other organisations. It concludes by briefly discussing the implications for UK companies and personnel managers, and briefly outlines the future goals of the research project.

This paper aims to review conceptual and empirical studies that analyse the impact of the pandemic on mobility and tourism behaviour at destinations in order to identify proposals, forecasts and recommendations to guide the future research agenda on the subject.

This study used a systematic literature review to synthesise information from scientific articles published in journals indexed in the Web of Science database related to tourism mobility at destinations during the COVID-19 pandemic.

This article found that, according to the existing literature, the COVID-19 pandemic is acting as a catalyst for the sustainable transition of tourism. Although the findings reveal a lack of empirical research on the impact of the pandemic on tourism mobility at destinations, the article synthesizes the short- and long-term impacts of the pandemic and sets out the future research agenda on tourist mobility at destinations.

To the best of the authors' knowledge, this is the first systematic review of the impact of the pandemic on mobility and tourism behaviour at destinations that attempts to describe the emerging challenges and the agenda for future research.

It is now well recognised by academic and organisational practitioners that the effective management of job changes and relocations will be among the most important tasks facing Human Resource Managers in the 1990s. To cope with the challenges of the 1990s many organisations will have to retain effective, committed, flexible and mobile managerial workforces. Hence, companies, personnel managers and individual employees can all benefit from a clearer understanding of the personal dynamics and outcomes of job changes and mobility. Also, whilst a number of guides to the legal and financial aspects of relocation are now available, none has systematically addressed the personal problems faced by employees, their families and other dependants. Hence, the focus is upon the personal and familial aspects of these dual transitions. The aim is to provide an understanding of the main issues and themes surrounding job changes and the personal side of relocation and provide detailed guides on “good practice” for employers, personnel managers, employees and their dependants.

In near future, population change and shift, aged workforce and retirement of baby boomer generations are going to bring huge shortage of talent and skilled labor across globe, especially in developed and emerging nations. Hence, this paper aims to link talent management and international mobility function in a strategic way to overcome the challenge that business world will be facing in terms of scarcity of talent.

In this paper viewpoint is expressed considering international texts and organizational research reports.

Changing demographics and skill gap economies across nations and compliance risk or regulatory challenge might have a direct impact on talent mobility. Further, talent mobility might have a reverse effect on assignee and family. No single stakeholder alone would tackle this problem. So, the educational institutions, business, government and non-governmental institutions need to collaborate and form a framework to deal with it.

Viewpoint can be further refined through academic conceptualization and empirical validation.

Managers can incorporate framework suggested for managing talent during mobility.

A call for integrating talent and mobility function would encourage researcher for further refinement of the idea, through theoretical and empirical validation. Talent mobility has been discussed as a win − win situation for companies and nations across the globe.

The purpose of this paper is to describe the required functionalities on providing internet connectivity and mobility management for mobile ad hoc networks (MANETs), present discovered problems such as inconsistent contexts, and provide the corresponding solutions. It also provides a hybrid metric for the load‐balance of intra/inter‐MANET traffic over multiple internet gateways (IGWs).

The paper uses both mathematical analyses and simulations to discover the required functionalities and problems on providing internet connectivity and mobility management for MANETs. The proposed hybrid metric for IGW selection is a replacement of the shortest hop‐count (HC) metric, and consider three factors: HC distance, intra‐MANET traffic, and inter‐MANET traffic.

Simulation results show that ad hoc routing protocols, using the proposed metric, get better performance in terms of packet delivery ratio and transmission delay, at the cost of slightly increased signalling overhead.

In the assessment, simulation results are taken from two mobility scenarios, and the hybrid metric is integrated into only reactive ad hoc routing. Thus, more case studies need to be carried out to demonstrate the outcomes of the proposed metric compared with others.

This paper provides the needed functionalities for broadening the richness of MANET applications to internet users, and vice verse.

This paper contributes to the research on internetworking and mobility management between MANETs and the internet.

The purpose of the article is to provide managers and academics alike with valuable insights into how global organizations are able to manage innovation by the organization‐wide mobilization of knowledge resources.

This paper is the result of an eight‐year in‐depth theoretical and practical research process mainly undertaken within Siemens AG, and is based on a total of 68 expert interviews conducted with distinguished experts in related fields. Consisting of three phases, the research stretched from analyzing the interrelation of mobility and innovation and deducing case studies towards the development of an integrated model of a mobile company.

In order to leverage on innovation as one of the most important sources of competitiveness and business success, organizations have to abandon outdated organizational models and engage into mobilizing their knowledge resources.

The results of this in‐depth work can be applied to the reality of a global business, networked across organizations, people, borders and cultures. By providing proof of the impact of people and business processes' mobility on knowledge creation, this article shows how to mobilize organizations for innovation and, consequently, value creation by suggesting an advanced organizational model called the “MOBILE company”.