The ‘expat factor’: the influence of working time on women's decisions to undertake international assignments in the oil and gas industry

Shortland, S.

doi:10.1080/09585192.2014.938681

Cited by 17 publications

(11 citation statements)

References 56 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This may however represent the multi-disciplinary nature of the publications and research design preferences in some fields. A total of 6 mixed method articles were found combining quantitative and qualitative tools ( Dimberg, Mundt, Sulsky, & Liese, 2001 ; Jais et al, 2015a , Jais et al, 2015b ; Roy & Filiatrault, 1998 ; Shortland, 2015 ; Striker et al, 1999 ). Out of the 36 qualitative articles, the majority used interviews, with a few articles combining interviews with some corporate documentation ( Cardoso & Jordão, 2017 ; Haynes, 2010 ; Mayerhofer, Schmidt, Hartmann, & Bendl, 2011 ; Suutari et al, 2013 ) or focus groups ( Pereira, Malik, Howe-Walsh, Munjal, & Hirekhan, 2017 ; Tahvanainen et al, 2005 ).…”

Section: Resultsmentioning

confidence: 99%

“…Investigating the role of social capital, Fischlmayr and Puchmüller (2016) contend that women may use their social capital to organise their career, family life, and childcare. However, FGWAs that involve considerable travelling such as international business travel and international commuting are unpopular among women as their working patterns are disruptive to WLB, particularly for mothers ( Shortland, 2015 ). This confirms earlier findings by Casinowsky (2013) who found that men typically engage more in international business travel than women.…”

Section: Current Debates In a Fragmented Field – A Value Perspectivementioning

confidence: 99%

See 1 more Smart Citation

Flexible global working arrangements: An integrative review and future research agenda

Jooss

McDonnell

Conroy

2021

Human Resource Management Review

View full text Add to dashboard Cite

The topography of global mobility within multinational enterprises (MNEs) is evolving where we now have a portfolio of flexible global working arrangements (FGWAs) including: international business travellers, flexpatriates, short-term international assignees, international commuters, and rotational assignees. The need for more agile structures and more efficient mechanisms to transfer globally dispersed knowledge are two key enablers in this evolution. With increased interest, this paper offers the first systematic, integrative review of 100 articles on FGWAs. The review indicates that these forms of global work appear to be a somewhat overlooked double-edged sword in that they may confer significant but unrealised value for MNEs alongside hidden, adverse consequences for individuals. Notable was the lack of insight into the HR function's input or oversight at either a strategic or operational level. We find that there is a distinct lack of strategic linkages to global mobility and/or HR functions. We propose a research agenda that centres on better understanding the international HR function's role and responsibility in providing a more strategic and sustainable perspective of these increasingly common FGWAs alongside virtual work. The COVID-19 pandemic may offer a critical juncture point in which there is greater strategic consideration on the utilisation and support of such arrangements.

show abstract

Section: Resultsmentioning

confidence: 99%

Section: Current Debates In a Fragmented Field – A Value Perspectivementioning

confidence: 99%

Flexible global working arrangements: An integrative review and future research agenda

Jooss

McDonnell

Conroy

2021

Human Resource Management Review

View full text Add to dashboard Cite

show abstract

“…Regarding this topic, we note that several studies covering multiple research perspectives include a politicizing perspective. Drawing on her in-depth case study of ‘the expat factor’, Shortland (2015) critically examines the influence of the timing of work on women’s decisions to undertake international assignments in the oil and gas industry. Fee and McGrath-Champ (2017), who explore the role of HR in the international aid sector, point out the ethical, strategic and legal responsibilities involved in managing expatriate staff’s safety and security.…”

Section: Resultsmentioning

confidence: 99%

An empirical analysis of research paradigms within international human resource management: The need for more diversity

Kornau

Frerichs

Sieben

2020

German Journal of Human Resource Management: Zeitschrift für Pe

View full text Add to dashboard Cite

The goal of this article is to provide a fine-grained analysis of international human resource management research that addresses the different perspectives applied in that research. We coded 203 peer-reviewed international human resource management articles published between 2011 and 2018 with content analytical methods guided by the compass of management research developed by Sieben, which is rooted in critical management research. We were particularly attentive to the various discursive orientations international human resource management scholars have adopted, including ideologically critical, poststructuralist, functionalist and interpretive perspectives. We further examined which methods, theoretical perspectives and topics were common within and across different perspectives. This analysis indicated that critical research intending to politicize and question existing structures and ways of organizing is still marginal. Along with the dominance of functionalist and interpretive studies, papers in our dataset commonly use a strategic human resource perspective, are predominantly interested in the human resource management–performance link and focus rather narrowly on multinational corporations and expatriates. Furthermore, while international human resource management scholars increasingly account for the contextual embeddedness of organizations through macro-level theories, they mainly apply institutional perspectives that view organizations as adapting to institutional constraints. We propose a more diverse and reflexive approach – inspired by ideologically critical and poststructuralist perspectives – that may help to overcome these blind spots. Such an approach might, for instance, look at types of organizations other than multinational corporations and individuals other than highly skilled expatriates and might explicitly bring multiple, external stakeholders into the picture. We conclude by suggesting that international human resource management research and practice would benefit from more research diversity which enables more holistic analyses of phenomena, more innovative research and resultant insights, and more space for meta-theoretical reflections.

show abstract

“…Several studies explore work-life issues and work-family conflicts related to gender and global careers (Hearn et al 2008;Hutchings et al 2012;Mäkelä and Suutari 2011). Finally, reflecting changing employment and work patterns, there are recent studies on work-life issues for employees who undertake frequent international business travel (e.g., Hearn et al 2008;Kollinger-Santer and Fischlmayr 2013;Kvande 2009) and particularly for women on international assignments (Shortland 2014). There is also emerging research on employees in developing economies who may be integral to the operations of an MNC; cross-cultural research exploring different national perspectives of work-life offers insights to inform MNC managers about how to approach work-life in local contexts (e.g., Masuda et al 2012).…”

Section: Understanding Work-life Management In the Global Contextmentioning

confidence: 98%

A Framework for Work-Life Management in Multinational Corporations

Cieri

Bardoel

2015

Work and Family Interface in the International Career Context

View full text Add to dashboard Cite

Work-life issues are a substantial concern for managers and employees in many multinational corporations (MNCs), as there are many challenges related to the need for MNCs to balance global policy guidelines with responsiveness to regional and local differences. Drawing on recent empirical advances, we offer a framework and a set of broad research questions to guide future scholarship in work-life management in MNCs. The framework identifies important external and organisational factors that influence the HRM function and specifically work-life policies and practices, in MNCs. Employee responses to work-life practices are proposed to mediate the relationship with the organisation's social and financial performance. Avenues for future research are discussed. Keywords Environmental dynamism • Human resource management processes • Multinational corporations • Organisational performance • Work-life managementMany managers in multinational corporations (MNCs) face challenges related to the often-competing pressures for global integration and local responsiveness. On one hand, there are efficiencies to be gained by global co-ordination and consistency of policies; on the other hand, local differences such as social and institutional variations create pressures for responsiveness (Doz and Prahalad 1991;Sparrow 2012). Achieving an effective balance between global and local pressures enables MNCs to integrate units into a cohesive, global organisation and maximise local responsiveness (Venaik et al. 2004). Recent arguments for regionalisation (e.g., Edwards et al. 2012;Rugman et al. 2011) suggest even more complexity and tension related to competing pressures at multiple levels, perhaps global, local and regional. We suggest that work-life management in MNCs provides an excellent case for analysis of the way in which MNCs manage these competing pressures

show abstract

The ‘expat factor’: the influence of working time on women's decisions to undertake international assignments in the oil and gas industry

Cited by 17 publications

References 56 publications

Flexible global working arrangements: An integrative review and future research agenda

Flexible global working arrangements: An integrative review and future research agenda

An empirical analysis of research paradigms within international human resource management: The need for more diversity

A Framework for Work-Life Management in Multinational Corporations

Contact Info

Product

Resources

About