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After reading this chapter you should be able to:

• Understand what is meant by relocation cost.

• Explain the management and disbursement of relocating costs.

• Critically evaluate the calculation of relocation costs.

• Reflect on the role of human resource managers in relation to the future of the costs of relocation.

Understand what is meant by relocation cost.

Explain the management and disbursement of relocating costs.

Critically evaluate the calculation of relocation costs.

Reflect on the role of human resource managers in relation to the future of the costs of relocation.

‘Planned relocation’ has emerged in the international climate policy arena as an ‘adaptation’ solution with the potential to enhance resilience, address underdevelopment and debunk age-old narratives around migration as a risk to peace and security. In 2018, Fiji became one of the first countries to develop Planned Relocation Guidelines, with upwards of 80 villages thought to require relocation over the coming years due to the impact of climate change. Through interviews carried out with representatives from organisations involved in planning for community relocations in Fiji, this chapter explores the creation of planned relocation as a form of climate change adaptation and development. Looking specifically at the value-based challenges of implementation in Fiji, this research provides insight into what happens when dominant international policy narratives play out in practice. Through the presentation of culturally nuanced ways of understanding the problem of climate-induced migration, this chapter invites policymakers to seek out these voices when devising displacement solutions.

We analyze and assess new evidence on employment dynamics from a new data source – the National Establishment Time Series (NETS). The NETS offers advantages over existing data sources for studying employment dynamics, including tracking business establishment relocations that can contribute to job creation or destruction on a regional level. Our primary purpose in this paper is to assess the reliability of the NETS data along a number of dimensions, and we conclude that it is a reliable data source although not without limitations. We also illustrate the usefulness of the NETS data by reporting, for California, a full decomposition of employment change into its six constituent processes, including job creation and destruction stemming from business relocation, which has figured prominently in policy debates but on which there has been no systematic evidence.

Despite increased interest in headquarters (HQ) and their activities, we still lack a comprehensive understanding of the drivers of HQ relocations and their consequences. We seek to address this gap by examining whether HQ relocations are primarily driven by cost-reduction or value-creation motives, whether these motivations vary by HQ type and how these relocation patterns vary over time. We explore these questions on the basis of a unique hand-collected database of 227 HQ relocations in Europe between 2000 and 2012. Our findings illustrate that different types of HQ units play their orchestrating role in different ways and that their relocations are driven by different motives. Furthermore, our data suggest that although all types of HQ units are increasingly mobile, the implications of relocations for the MNC may differ considerably by HQ type. These findings contribute to a more fine-grained understanding of the drivers of HQ relocations and open up various new avenues for future research on HQ relocation and the role of HQ units in the orchestration of MNCs’ internal networks.

The purpose of this paper is to understand the risk perceptions of persons responsible for business relocation.

The empirical material consists of interviews in companies that have considered relocation seriously or have recently relocated. The empirical material is augmented by a literature review.

The risk perceptions can be divided into five categories. These are: financial risks, functional risks, corporate culture risk, interest group risk and future risk.

When a company relocates, the stress and anxiety of the persons responsible for the process should be considered. Also, when doing relocation‐related business, reducing relocation risks should be considered when planning the business model and marketing.

This paper combines relocation literature in a multi‐disciplinary manner and adds empirical understanding of the phenomena in question.

This study aims to identify research gaps on workplace relocation, through investigating and critiquing the published literature, in the facilities management (FM) and real estate management (REM) domains, over three decades.

An extensive literature review was conducted, using academic search engines, using qualitative analysis software, in the domains of FM and REM, on workplace relocation, from 1990 to 2020, chronologically. The paper proposes future research directions through a maturity matrix.

Several gaps in workplace relocation research were identified, including the need for a wide-ranging coverage of workplace relocation lifecycle, a review and assessment of factors affecting workplace relocation over its lifecycle, studies on large organizations mobility, studies of international experiences on workplace relocation, absence of a holistic framework for the workplace relocation process and digital tools and solutions to facilitate the processes. A three levels maturity matrix for future research, proposing the adoption of qualitative, quantitative and applications research approaches, was presented.

This study enlists a chronological comprehension of knowledge obtained from the review of the internationally published literature. The research investigated and identified gaps, gripping for future research efforts.

This study reviews 30 years of published literature on workplace relocation and proposes topics for advancing future research, collectively.

Corporate business activities can require expatriates to relocate to dangerous countries. Applying the expectancy value theory, the purpose of this paper is to investigate differences in female and male expatriates in their relocation willingness to dangerous countries as a function of sensation seeking. The authors further examine money orientation as a moderator of the effects of sensation seeking.

The sample is comprised of 148 expatriates currently residing in safe host countries. The authors build and examine a moderated mediation model using the PROCESS tool.

The results show that male expatriates are more sensation seeking than female expatriates. Further, the results indicate a positive main effect of sensation seeking on relocation willingness to dangerous countries. Most importantly, sensation seeking was found to mediate the effects of gender on relocation willingness. Accordingly, male expatriates are more willing to relocate to dangerous countries due to higher sensation seeking. Money orientation was not found to interact with sensation seeking.

The authors analyzed cross-sectional data. Future studies are encouraged to use multi-wave research designs and to examine further predictors, as well as mediators and moderators of relocation willingness to dangerous countries. Another limitation is the low number of organizational expatriates in the sample.

The study provides implications for the process of selecting eligible individuals who are willing to relocate to dangerous countries.

The study is among the first research endeavors to investigate antecedents of expatriates’ relocation willingness to dangerous countries. The authors also introduce the sensation seeking construct to the literature on expatriation management.

Plant relocation (PR) is a major organisational change, ostensibly focused only upon geographical transfer, but in fact having broad‐spectrum accompanying effects. A conceptual analysis of PR is presented, supplemented by data from 35 interviews with managers and union leaders of organisations having recently relocated. PR is viewed as a catalytic process of turbulent change, radiating upon organisational structures, social processes, and external environmental systems. The uncertainty and turbulence created by PR are shown to affect management‐worker relations, as well as the interrelationships among employees and the distribution of power within the organisation. The potentials of PR as an opportunity for organisational growth and revitalisation on the one hand, and as a period of crisis and turmoil, on the other, are presented. Some general guidelines are proposed for the effective planning and management of relocation.

Looks at domestic relocation practices and how the expatriation assignments have worked out in recruitment and retention. States that both domestic and international assignment relocation face similar issues but that there are many extra items in international assignments. Records around 70 per cent of all employee relocations fail due to personal or family difficulties. Concludes that employers now realise that managing the employee’s concerns better will be an advantage to both parties in the long run, with fewer failures for employees in their assignments and for management in cost.

The purpose of this paper is to investigate the social impacts of short-distance office relocation that also involved a new way of working, as perceived by employees during a relocation process. Relocation is any process of moving business premises and can consist of (often) significant change in locality, building change, workplace change and ways of working. This case study was not influenced by the effect of locality change making it hence a short-distance relocation.

The social impacts are analysed based on the perceptions of approximately 15 per cent (nine employees) of the case organization across the relocation process – two months before, one week before and four months after the move. The qualitative data collection is conducted by semi-structured interviews, supplemented by diaries and participatory action research.

Before the relocation, the subject organization’s old premises were considered inadequate. Still, employees had concerns during the process about the new open office environment including the adoption of new ways of working. Some employees did experience resistance towards the change, although the amount of engagement possibilities was deemed sufficient and engagement recognized as an important part of the process. After the relocation, adaptation was considered easier than originally anticipated and experiences of improved inter-team collaboration were reported by most while others experienced just the opposite, pointing out to emerging individual differences.

The limitations of this study arise mainly from the ability to statistically generalize on the basis of a single case study which this paper represents. Furthermore, since the last interviews were made four months after the move, all post-occupancy implications were possibly not yet fully experienced.

The paper provides information on the social impacts of organizational relocation process, as it identifies individual employee perceptions during a relocation process where locality change is minimal. Moreover, the threefold research approach across the relocation process enables the appearance of possible time-dependent development of adaptation to change in employee perceptions and these perceptions to be analysed in more detail.