Bridging distance through zooming? The use of virtual assignments in multinational corporations

Abstract

PurposeVirtual assignments, in which the virtual assignees do not relocate to host locations, but work remotely, have several advantages compared to traditional international assignments, such as enhanced flexibility, cost-efficiency and the possibility that virtual assignees can stay in their home communities. However, it is open to question whether virtual assignments are as effective as traditional assignments. The purpose of this study is to compare the ability of virtual vs traditional assignees to bridge the distance between headquarters and subsidiaries.Design/methodology/approachBased on a survey among virtual and traditional assignees, the ability to bridge multiple facets of distance is examined.FindingsThe results indicate that virtual and traditional assignees have similar abilities to bridge geographic, cultural, functional and language distance. However, traditional assignees have a higher ability to bridge emotional and temporal distance.Originality/valueBy applying the distance framework to virtual assignments, a new theoretical perspective is introduced and the importance of clearly disentangling distance-bridging abilities is highlighted. One practical recommendation is that, due to lower costs and reduced coordination efforts required for virtual assignments, this assignment type is preferable if the cultural, language, functional and geographic distances are the most problematic ones during international assignments.

Understanding the evolution of international human resource management research: a bibliometric review over the past 25 years (1995–2019)

“…In addition, the integration of virtual assignments in MNEs underscores the evolving nature of expatriate roles in a digitalized environment. This advancement suggests the potential for virtual assignments to supplement or even replace traditional expatriate roles, offering a cost-effective, flexible alternative that still facilitates the transfer of knowledge and cultural understanding (Wicht & Holtbrügge, 2023).…”

Investigating otherness, not difference: Should saming and othering be the focus of the discipline? Implications for a contemporary cross-cultural management studies

“…Furthermore, many individuals at work experience a cultural diversity that is mediated by information and communications technology (Mahadevan and Steinmann, 2023), for example when collaborating in work-from-home or work-from-anywhere settings. Many people have cross-cultural encounters at work without any physical movement, and scholars therefore investigate the cross-cultural management implications of virtual assignments (Cascio and Collings, 2022; Wicht and Holtbrügge, 2023) and virtual expatriation (Nguyen Ngoc and Andresen, 2022), and propose novel frames such as the idea of a virtual global mobility (Selmer et al, 2021).…”