Conceitos E Configurações De Expatriados Na Internacionalização Empresarial

Abstract

RESUMOConforme a organização se desenvolve internacionalmente, há demanda por diferentes perfis de expatriados. Por essa razão, a literatura da área tem sinalizado diferentes conceitos e configurações de expatriados. Assim, esse estudo analisa os conceitos e configurações que os expatriados assumem conforme ocorre a internacionalização das empresas. Para tanto, foi realizado um estudo de casos múltiplos de abordagem qualitativa em uma multinacional brasileira e em uma portuguesa, por meio de um roteiro semiestruturado. Foram realizadas 30 entrevistas, analisadas pelo método de análise de conteúdo com o auxílio do software MaxQda (2007). As configurações dos empregados da empresa brasileira, no contexto internacional, foram de temporário, expatriado, repatriado e impatriado; na empresa portuguesa foram de temporário/equipe de apoio, expatriado e cidadão do mundo. Em ambas as empresas, a expatriação está atrelada ao amadurecimento internacional, mesmo que seja no início da internacionalização. A expatriação tem caráter dinâmico e os expatriados, no conceito corrente -empregado enviado por uma empresa para viver e trabalhar em outro país por dois ou mais anos -diminui conforme a empresa amadurece internacionalmente. Assim, a literatura existente sobre esse tema é limitada e não contempla a dinamicidade do processo. havendo a necessidade de revir a concepção de expatriado.Palavras-Chave: Expatriado. Repatriado. Impatriado. Flexpatriado. Cidadão do Mundo. EXPATRIATES CONCEPTS AND SETTINGS IN THE INTREPRENEURIAL INTERNATIONALIZATION ABSTRACTAs the organization develops itself internationality, there are different configurations of expatriates. Likewise, the academic literature has indicated different concepts and configurations of expatriation. Thus, this study aims to analyse the concepts and

The Female and the Male Professional: Gender, Career and Expatriation Interfaces in Trajectory for Female Expatriates

“…In addition, career theories do not include expatriation in particular or explain the specificities of expatriate careers, and little research has examined how short and long-term international assignments influence career development (Sullivan, 1999). However, international career experience is considered a way to develop skills and achieve greater career progression (Prestes, Grisci, & Fraga, 2016;Gallon, Fraga, & Antunes, 2017).…”

“…There are other concepts and configurations that illustrate the different experiences abroad, especially linked to time, the type of work to be performed, and its link, or absence of it, with an organization. Examples include impatriates, patriates, flexpatriates, citizens of the world, digital nomads, international managers, transnational executives, cross-cultural managers, global executives, global managers, and self-expatriates (Gallon, Fraga, & Antunes, 2017). Although there is a growth of studies aimed at non-traditional expatriates, considering different family backgrounds (McNulty, 2015;McNulty & Hutchings, 2016;McNulty, Vance, & Fisher, 2017;Guttormsen, 2018), there is also a predominance of studies that address the importance of the family as a stable bond and source of support during expatriation, taking into account the need for acculturation in the destination country (Taylor & Napier, 2001;Lee & Kartika, 2014).…”

“…Research on expatriation (Baruch, Dickmann, Yochanan, & Bournois, 2013;Van Bochove & Engbersen, 2015;Ramaswami, Carter, & Dreher, 2016;Polson, 2016;Gallon, Fraga, & Antunes, 2017) highlight the growing appreciation of availability for mobility in the global organizational environment and for international careers. Expatriation is usually understood by management as the transfer of employees abroad in order to develop activities at either the foreign head office or a foreign branch office for the company in which they work, whether for a predetermined period or not.…”

Voluntary International Mobility Lived in Laughter, Tears, and Resignification: Experiences of Brazilians Shared on YouTube Channels

“…In one of her videos, Ana comments: I was tired of the crazy life we had there [in Brazil], of violence, pollution, of sitting in a lot of traffic…, I'm already 37 years old and my energy to struggle with São Paulo was already lower… So, we came seeking quality of life here and some things that were different in everyday life that we really liked. But of course Poland also has a lot of problems... (The World..., 2020) She is one of many people in an international geographic mobility process, which can be classified in different ways, depending on the motives, duration, and ties to the country of origin and destination country (Andresen, Bergdolt, Dickmann, & Margenfeld, 2014;Araujo, Teixeira, Cruz, & Malini, 2012, 2014Cerdin & Selmer, 2014;Gallon, Fraga, & Antunes, 2017;Lima & Domingues, 2021). International mobility can be configured as exile, immigration, traditional expatriation, and voluntary expatriation (Andresen et al, 2014;Freitas & Dantas, 2011).…”

Mobilidades no labirinto: tensionando as fronteiras nas carreiras de mulheres

“…According to Andresen, Dickmann, and Suutari (2018), mobility has gained space in the discussion on global careers with an emphasis on studies focused on expatriation (BERRY and BELL, 2012;BARUCH, DICKMANN, ALTMAN et al, 2013;ROOS, 2013;RAMASWAMI, CARTER and DREHER, 2016) and migration (SANG, AL-DAJANI and ÖZBILGIN, 2013;ANDREWS and SHAHROKNI, 2014;RESSIA, STRACHAN and BAILEY, 2017;RIAÑO, 2016;SANG and CALVARD, 2019;TAPIA and ALBERTI, 2019). In the organizational space, there is an increasing appreciation of availability for mobility, which is an issue addressed in Brazilian studies focusing mainly on expatriate professionals (GONZÁLEZ and OLIVEIRA, 2011;GALLON, SCHEFFER and BITENCOURT, 2013;GALLON, FRAGA and ANTUNES, 2017;PRESTES, GRISCI and FRAGA, 2016). The relevance of the availability of mobility for career advancement form a scenario of 'involuntary nomadism' (GRISCI, CIGERZA, HOFMEISTER et al, 2006), where, according to Freitas (2009) mobility is a new indispensable symbolic capital in organizations and at work.…”