Flexpatriate assignments: a neglected issue in global staffing

Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives

“…However, there is a dearth of empirical research in this area. The available evidence suggests that cross-cultural issues are at least as important in non-traditional international assignments as in traditional ones (Mayerhofer et, 2004). In a similar vein, cultural awareness and cross cultural communication training would be an important consideration for those involved in virtual assignments, as would issues around the application of technology to the process.…”

“…The requirements for cross-cultural training to support alternative forms of international assignments are however less well explored in the literature. Recent research highlights the lack of HR support for international assignees and suggests that managers are often expected to assume responsibility for their own training and development (Mayerhofer et al, 2004). The practitioner literature suggests that expatriates on short-term assignments and IBTs don't have the same time as traditional expatriates to adjust to a new culture.…”

“…On the other hand, while research has emphasised the importance of support for traditional international assignments (Tung, 2000), recent research has highlighted the lack of HR support for alternative international assignees and suggested that the burden of managing these assignments is largely left with employees and their families (Mayerhofer et al, 2004). Recent research highlighted the use of personal initiative by alternative international assignees working in Eastern Europe for German clothing manufacturers (Mayrhoher and Scullion, 2002) and it has been suggested that, more generally, staff involved in alternative international assignments play a proactive role in their adjustment and use their networks and contacts to meet the challenges they face (Mayerhofer et al, 2004).…”

“…Recent research highlighted the use of personal initiative by alternative international assignees working in Eastern Europe for German clothing manufacturers (Mayrhoher and Scullion, 2002) and it has been suggested that, more generally, staff involved in alternative international assignments play a proactive role in their adjustment and use their networks and contacts to meet the challenges they face (Mayerhofer et al, 2004). It has also been argued that more of the personal cost of this type of assignment is managed by employees and their families than in the case of traditional expatriate assignments and that assignments would be more successful for both the organisations and individuals if HRM policies and practices focused more on family friendly staffing policies (Mayrhofer and Scullion, 2002;Mayerhofer et al, 2004).…”

“…However research suggests there is little evidence of a significant decline in the use of long-term assignments but does identify the growing use of alternative forms of international assignments (cf. Dowling and Welch, 2004;Fenwick, 2004;Mayerhofer et al, 2004;PriceWaterhoseCoopers, 2005;Scullion and Collings, 2006c;Tahanainen, Welch and Worm, 2005). A recent survey reported that 62 per cent of respondents suggested that their organizations were seeking alternatives to long-term assignments (GMAC, 2005).…”