Operational factors as determinants of expatriate and repatriate success

Abstract

Global business frequently requires the expatriation and repatriation of managers and skilled workers. Previous research has focused on cultural and demographic factors that lead to success with this process. This study goes beyond the cultural and demographic issues to examine implications of operational and technology‐related factors, including use of standard practices, degree of technical sophistication of operations, and technical orientation of the employee. Our results indicate that the technical sophistication of operations abroad, use of standard practices at home, technical orientation of the individual, and increased responsibility and promotion all positively contribute to expatriate satisfaction. Repatriate satisfaction is primarily influenced by difficulty in finding a suitable position upon relocation home. The technical orientation of the individual, in turn, has important implications for repatriation success. This research identifies important new operational and technology‐related factors that should be considered by global firms in management of their internationally located operations.

Antecedents of repatriates' job satisfaction and its influence on turnover intentions: Evidence from Spanish repatriated managers

“…This result is consistent with the findings of earlier research developed for domestic workers that find that when the job does not match the professional values of the employees they feel dissatisfied (Cabral, 2005;Johnson and Johnson, 2002). These findings are also in agreement with other repatriation studies that emphasize the importance for repatriates occupying a job where they can use their knowledge and experience (Bossard and Peterson, 2005;Hurn, 1999;Morgan et al, 2004;Peltonen, 1997) and are consistent with the arguments of the literature on job satisfaction (Robbins, 1998).…”

“…In order to avoid this problem, some authors recommend companies to implement an effective career management and the use of international missions as a criterion for the managers' professional development, for example, for promotion in the domestic organization. In this sense, Morgan et al (2004) find that promotion influences repatriates' satisfaction. Furthermore, career advancement upon return will foster the international mobility of the rest of the employees or managers as they will see that the organization values international experience (Brewster and Scullion, 1997).…”

“…Based on the repatriation literature, this conclusion could also be generalized for the returning expatriates. For instance, Morgan et al (2004) find that repatriates are more satisfied when they are assigned a suitable position upon their return. However, Bossard and Peterson (2005) affirm that, unfortunately, many companies assign repatriates a job that does not match their knowledge, abilities and skills acquired abroad.…”

Repatriation Adjustment: Literature Review

“…After their return, organizations should put effort in maintaining quality of interaction, being flexible in process, utilizing repatriates as trainers, personal and career counseling, relocation and financial assistance, and finally providing support to spouses and children. They can also have empowerment practices for increased levels of employee satisfaction (Andreason & Kinneer, 2005;Jassawalla et al, 2004, Lazarova & Tarique, 2005, Morgan et al, 2004Stroh et al, 1998). On the basis of findings and issues considered in the literature, a model of repatriation adjustment is established.…”

“…Family accompany, number of overseas assignments, time spent overseas, number of home country visits during expatriation, length of last assignment and level of personal communication with friends, coworkers, superiors and family during expatriation, level of up-to-datedness with daily life events of home country are listed as those factors, and in addition, since communication with home country is critical for forming accurate expectations, availability of modern communication technology is also an important factor affecting expatriation experience. Finally, cultural distance between host and home countries is another factor (Cox, 2004;Gregersen & Stroh, 1997;Jassawalla et al, 2004;Liu, 2005;Morgan, Nie, & Young, 2004). Cultural identity is the final antecedent of repatriation adjustment.…”