Purpose – The purpose of this paper is to investigate the under-researched phenomenon of women, who of their own volition, are choosing to live and work in another country, as self-initiated expatriates (SIEs). Design/methodology/approach – Drawing from a career constructivist position, the qualitative framework relied on primary data gathering through semi-structured interviews with 25 western professional SIE women living and working in Beijing. Findings – The findings suggest that the SIE women's motivations for mobility and their career types and patterns are complex and varied. As an initial and tentative step towards developing a framework of female SIEs’ careers the authors introduce a typology of four career patterns. Research limitations/implications – As an exploratory piece of research there is limited generalisability since the findings are presented from the perspective of a particular cohort of women's narratives. Practical implications – There is a need to recognise the potential value of SIEs to MNCs particularly in light of the well-documented concerns regarding human capital. Companies risk losing this potentially valuable employee if the career opportunities, as well as compensation packages, benefits and support on offer, do not match the plans and expectations of the individuals concerned. Originality/value – The study provides new insights into the nature and dynamics of the different career modes and configurations of SIE women. This is an important and appropriate research agenda for several reasons. First, there remains a paucity of research on female SIEs. Second, little is known about their career-related behaviours and expectations and the relationship between mobility and career. Thus, it is hoped that a study such as this will add to the emerging body of knowledge about an under researched yet growing number of the some of the most mobile human capital in the world.

The empirical evidence laid out in this paper analyses the current human resource management (HRM) practices and their strategic orientation in the Pakistan pharmaceutical industry. The study emphasises and exhibits the evidence for the need to align human resource (HR) and organisational strategies, and objectives in order to retain competitive advantage, knowledge workers and achieve long term strategic objectives. This research is based on multiple qualitative in-depth case studies conducted in the industry, and recommendations indicated in the paper are based upon the empirical findings and synergistic evidence from contemporary western literature. The absence of formal HR functions in 50% of the organisations in the industry and still clerks looking after HR matters, transpire a message for organisational strategists and decision makers that 20th century personnel practices and strategies in today’s dynamic economy may not enable organisations to sustain businesses, achieve strategic objectives and gain competitive advantage. This further points out the reality that organisations even in a developing country like Pakistan cannot be an island anymore in modern and dynamic interconnected global business sphere, and may be easily displaced by organisations from other parts of the world. In order to sustain businesses, retain knowledge workers and attain competitive advantage, it is crucial that HR strategies in the industry are to be aligned to long term strategic objectives, to every functional level and especially revenue generating sales and business development functions of an organisation. This can facilitate an organisation, that employees at every level will have a converged and unified view of organisational and functional strategic objectives. The essentiality of HR practices and HR functions perceived by this study respondents and the evidence from organisations implementing better HR practices advocate that organisations in the industry can also leverage from these practices in obtaining competitive advantage, achieving strategic objectives and retaining their knowledge workers. This further creates the need that other organisations within and out of the industry should be benchmarked for advancement in HR practices and strategies.