Expatriate support and success

Abstract

Purpose The purpose of this paper is to review empirical research on the relationship between organization-based social support and the success of international assignments (IAs). Design/methodology/approach Four search engines were used to obtain empirical studies relating organization-based social support to success criteria. Studies were compared based on type of theoretical foundation, criteria of success, source of social support and study design. Findings The reviewed studies draw on three theoretical paradigms – based on stress, social capital and relational exchange. The results demonstrate that expatriates receive social support from multiple organization-based sources and that these sources’ proximity to the expatriate influences the relationship between social support and success. Regarding geographical proximity, sources in the home and host countries fulfil different supportive functions and therefore stimulate different success criteria. Additionally, the success criteria stimulated by organizational support depend on the type of supportive practices offered. The impact of support from organizational members is further influenced by their hierarchical proximity to the expatriate, with supervisory support relating most strongly to success. In addition to proximity, characteristics of the expatriating employee and the assignment (e.g. expatriate motivation and assignment hardship) influence the value of social support. Finally, social support relates most strongly to expatriates’ satisfaction, commitment, and adjustment and these frequently mediate its effect on expatriates’ retention and performance. Research limitations/implications Although only organization-based sources were considered, this review demonstrates that a multidimensional perspective is warranted when examining the effects of social support during IAs. Practical implications This review provides insights into the ways organizations could and should assist (self-initiated) expatriates when aiming for specific outcomes. Originality/value This in-depth examination of social support in the work environment of expatriates combines several theoretical paradigms and investigates multiple criteria of success.

Fostering longevity attitudes in women expatriates: the role of general and targeted types of organizational support

“…Given the global importance of expatriates and the costs associated with managing these human resources (Hechanova, Beehr, & Christiansen, 2003), it is crucial that scholars and practitioners understand how organizations can design their HRM systems in strategic ways to help them attract and retain these valuable employees. In particular, we argue that efforts to help increase the number of women expatriates will help organizations win the war on talent (Tung, 2016) given the projected future shortages of expatriates (Tung & Varma, 2008). In the present study, we develop and test a model that focuses on the types of organizational support that can augment adjustment and longevity attitudes of women expatriates.…”

“…The demand for expatriates continues to increase (e.g. Tung & Varma, 2008;Varma & Russell, 2016). Indeed, Tung (2016) noted that practitioner surveys consistently show that global talent shortages are among the most pressing topics discussed by top management teams.…”

“…POS has been linked to expatriate adjustment, performance, and retention (Cao, Hirschi, & Deller, 2014) as employees experience reduced stress and an obligation to work hard to repay their organization (e.g. Chen & Shaffer, 2017;van der Laken, van Engen, van Veldhoven, & Paauwe, 2016). With regard to women expatriates specifically, Shen and Jiang, (2015) found that high-POS muted the relationship between experienced prejudice and performance.…”

“…25% of expatriates are women (Brookfield Global Relocation Services, 2016). In light of the projected increased need for expatriates (Tung & Varma, 2008), failing to address the under-representation of women is no longer an option for firms that want to attain or maintain a strategic competitive advantage. Management scholars echo this sentiment (e.g.…”

Cultural Intelligence and Work–Family Conflict: A Moderated Mediation Model Based on Conservation of Resources Theory

“…According to conservation of resources (COR) theory, anything that helps to achieve personal goals can be called a resource [25]. Accordingly, cultural intelligence can be considered a valuable resource that helps expatriates to achieve goals in a cross-cultural workplace [26]. Cultural intelligence has already been identified as an important ability enabling expatriates to perform tasks, while work–family conflict has long been a concern for researchers and managers; however, whether cultural intelligence affects expatriates’ attitudes or behaviors in the family domain remains to be studied.…”