Career capital during international work experiences: contrasting self-initiated expatriate experiences and assigned expatriation

Jokinen, Tiina; Brewster, Chris; Suutari, Vesa

doi:10.1080/09585190802051279

Cited by 342 publications

(422 citation statements)

References 58 publications

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“…Related to this, one might investigate how the talents of individuals, as described throughout this paper, can strengthen or hinder each other in achieving individual, team, or organizational excellence. This relational aspect of talent fell outside the scope of our review, but-given the importance of social networks (i.e., social capital) and teamwork in today's business environment-is certainly valuable to address in further research (Al Ariss & Syed, 2011;Jokinen, Brewster & Suutari, 2008).…”

Section: From An Individual To a Relational Perspectivementioning

confidence: 99%

A multidisciplinary review into the definition, operationalization, and measurement of talent

Nijs

Gallardo-Gallardo

Dries

et al. 2014

Journal of World Business

197

191

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Organizations report great difficulty in measuring talent accurately, reflecting the lack of theoretical foundations for talent-identification in the HRM literature. This multidisciplinary review aims to contribute to the establishment of a stronger theoretical basis for talent-management by presenting a conceptual framework of talent in which the definition, operationalization and measurement of talent and its relation to excellent performance is clarified. We systematically introduce 11propositions into the framework, building on fragmented insights from the literature-from the fields of HRM, gifted education, positive psychology, and vocational psychology respectively-that will guide readers in understanding and applying the proposed framework. Starting from the HRM perspective on talent, we systematically incorporate insights from the divergent literature streams, which counteract some of the limitations inherent to the HRM literature and therefore can help establish better conceptual foundations for talent-management. The relationship between talent and excellent performance functions as a general framework within which issues of predictive and construct validity are addressed, across 11 research propositions. With the future research directions, we shed light on how talent-management scholars might further capitalize on the cross-fertilization between insights from different disciplines so as to gradually establish the theoretical foundations needed to transform talent-management into a legitimate field of academic study. By discussing managerial implications in the concluding part, we provide practical guidelines for designing talent-identification practices grounded in sound theory. Search StrategyTo achieve a comprehensive multidisciplinary review of the literature on talentwhich could account for the evolutions within the field-we used 1993 as the starting point of our literature search, thus covering insights developed over the last twenty years. We took four different steps to establish the final body of peer-reviewed, academic articles considered in this review.Step 1: Clarifying the Talent ConstructIn order to find those articles that would be most informative for achieving conceptual clarity about talent, we first developed a general working definition of TALENT: A MULTIDISCIPLINARY REVIEW 3 talent based on the meaning contemporary English dictionaries ascribe to the term (Gallardo-Gallardo, Dries & González-Cruz, 2013). In the English language, talent is commonly understood as corresponding to an above-average ability that makes the individuals who possess, detect, develop, and deploy it, perform excellently in a given performance domain (Gagné, 2004;Tansley, 2011).Step 2: Selecting Search Terms We started our search by tracking articles that had 'talent' in their titles. As we were interested in talent and talent-identification in the context of the business world, specifically, we selected Business Source Premier as the database of departure. The use of talent as a search term resulted ...

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Section: From An Individual To a Relational Perspectivementioning

confidence: 99%

A multidisciplinary review into the definition, operationalization, and measurement of talent

Nijs

Gallardo-Gallardo

Dries

et al. 2014

Journal of World Business

197

191

View full text Add to dashboard Cite

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“…Inkson, Arthur, Pringle and Barry (1997) presented the first article stating the necessity to distinguish SIEs from OEs. The term "self-initiated expatriates" was then further developed by Jokinen, Brewster and Suutari (2008), indicating expatriates who independently select a foreign location to work and live in. Al Ariss and Crowley-Henry (2013) summarized the profiles of SIEs in the management literature, showing that SIEs are portrayed as expatriates who are mostly from western countries, have a good educational background, mainly work for MNCs or medium size companies, and stay in the host countries from a few months to several years and permanent.…”

Section: Introductionmentioning

confidence: 99%

Unpacking differences in psychological contracts of organizational and self-initiated expatriates

Zhang

Rienties

2017

JGM

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Purpose Global staffing has remained a main focus within the field of international human resource management (IHRM) since the 1970s. However, research in the psychological contract (PC) of expatriates is limited. The purpose of this paper is to explore the differences in PC breach and violation for organisational expatriates and self-initiated expatriates (SIEs). Design/methodology/approach A survey questionnaire was developed covering 52 organisational expatriates and 119 SIEs from 35 countries/regions working in China. Four follow-up focus group interviews including four organisational expatriates and 12 SIEs were conducted to further explain the findings of the survey. Findings The findings indicate that organisational expatriates experience significantly lower levels of PC breach and violation than SIEs. Three broad thematic areas arose from the triangulation of focus group interviews, including uncertainties in functioning of contracts, differences in job securities and career development opportunities, and cultural differences. Practical implications Employers should give a comprehensive orientation and cultural training to meet the needs of SIEs. Moreover, long-term career advancement paths should also be provided to SIEs to alleviate their vulnerability and insecurities working abroad. Originality/value The study contributes to the scholarship of self-initiated expatriation and PCs and give implications to IHRM strategies.

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“…The backdrop of this is twofold. Firstly, theoretically, there is an acknowledgement of the important role SiEs play not just for the home but also the host country (Ainuddin & Lily, 2012;Doherty, Richardson & Thorn, 2013;Jokinen, Brewster & Suutari, 2008). This has even culminated in an argument that such investigations on SiE can provide a better understanding to the field of work studies (Inkson & Richardson, 2010).…”

Section: Research Purpose and Objectivementioning

confidence: 99%

Using narratives to understand the motivational factors and experience of being a self-initiated academic expatriate in South Africa

Harry

Dodd

Chinyamurindi

2017

SA j. hum. resour. manag.

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Orientation: A growing movement of foreign nationals is settling in South Africa. Given this, there is a need to understand not only those factors influencing foreign nationals to settle in South Africa but also their lived experiences as a basis for individual career development.Research purpose: To investigate the expatriation motivational factors and experiences of selfinitiated academic expatriates in South Africa.Motivation for the study: Calls have been made within the careers literature for more empirical focus on understanding career development using some of the neglected sample groups.Research approach, design and method: The interpretive paradigm was adopted to understand the main purpose of the study. Guided by study objectives, unstructured interviews were conducted using a sample of foreign academics working in South Africa (n = 25).Main findings: Individual stories and narratives highlighted that academics relocated for the following reasons: (1) individual preference, (2) economic meltdown and (3) political conditions. Furthermore, the lived experiences of the expatriates reflected discrimination within the workplace and the community of residences in South Africa.Practical and managerial implications: Research findings indicate that the human resources (HR) function can come up with interventions that positively influence the lived experience and career development of foreign academics working in South Africa.Contribution: The expatriate experience framed in this study provides a picture of the career development processes of neglected sample groups in the extant literature. Such an understanding is key in advancing literature and proposing interventions. All this is important given the global trend on labour and skills movement added to the role South Africa plays in the international arena.

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Career capital during international work experiences: contrasting self-initiated expatriate experiences and assigned expatriation

Cited by 342 publications

References 58 publications

A multidisciplinary review into the definition, operationalization, and measurement of talent

A multidisciplinary review into the definition, operationalization, and measurement of talent

Unpacking differences in psychological contracts of organizational and self-initiated expatriates

Using narratives to understand the motivational factors and experience of being a self-initiated academic expatriate in South Africa

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