Why does repatriate career success vary? An empirical investigation from both traditional and protean career perspectives

The International Journal of Human Resource Management

Schuster

Dickmann

2019

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Questions related to managing people in hostile environments have become more central on the agenda of business leaders and HR professionals in MNCs. This is due to developments such as the increase of terrorism or the political instability in many regions. In consequence, research on the role of HR in hostile environments has increased as well, though it can still be considered in its early stages.We would like to review the current state of research on managing people in hostile environment. In particular, with this article we contribute to the literature by developing a conceptual framework that distinguishes between micro, mezzo and marco level research and charts progress, mechanisms and results. We call this the Situation-Response-Outcome (SRO) Framework of HRM in hostile environments. Depending on the level of analysis, the framework further differentiates between a pre-crises, acute-crisis, and post-crises phases of HRM in hostile environments. As a result, it serves as the basis to cluster existing literature around it and to show avenues for future research.

Section: People Management In Hostile Environments: New Groundsmentioning

confidence: 99%

Managing people in hostile environments: lessons learned and new grounds in HR research

The International Journal of Human Resource Management

Schuster

Dickmann

2019

Self Cite

“…Finally, knowledge transfer between subsidiaries has increased in importance and complexity as well. Harzing, Pudelko, and Reiche (2016) (Breitenmoser et al, 2018), MNCs need to engage much more in expectation management. Dickmann (2017) highlights that there is a broad variety of different assignment types, from business drivers to personal development assignments.…”

Section: Complexitymentioning

confidence: 99%

“…Technological disruptions, increased global competition, and again demographic change and new work values are some of the most important contributors to increased ambiguity. With regard to global careers, emphasized by the increased importance of protean careers (Breitenmoser et al, 2018), MNCs need to engage much more in expectation management. Dickmann highlights that there is a broad variety of different assignment types, from business drivers to personal development assignments.…”

Section: Complexitymentioning

confidence: 99%

“…Other research has looked at expatriates' role in transferring knowledge and spanning boundaries between host country and headquarters (Burmeister & Deller, 2016) and addressed reverse expatriation (inpatriation) (Harvey, Novicevic, & Speier, 2000;Reiche, 2011;Schuster, Holtbrügge, & Engelhard, forthcoming;Schuster, Bernhard, & Jack, 2019), in which foreign employees are delegated from foreign subsidiaries to the headquarters of MNCs (Collings, Scullion, & Dowling, 2009). Consequently, such a positive focus on expatriation has also been adopted to examine successful repatriation from various perspectives (Breitenmoser & Bader, 2016;Breitenmoser, Bader, & Berg, 2018;Knocke & Schuster, 2015;Kraimer, Shaffer, Harrison, & Ren, 2012;Lazarova & Cerdin, 2007). All in all, these research efforts have contributed significantly to both theory and practice while firmly establishing global mobility as an important field of research.…”

Section: Introductionmentioning

confidence: 99%

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The dark side of expatriation: dysfunctional relationships, expatriate crises, predjudice and a VUCA world

Schuster

et al. 2019

JGM

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The dark side of expatriation: dysfunctional relationships, expatriate crises, predjudice and a VUCA world Introduction International assignments and other forms of global employment continue to increase in numbers and complexities (Brookfield Global Relocation Services, 2017;Dickmann, 2018). The high practical relevance of this topic is reflected in the extensive research and tremendous wealth of knowledge about global mobility that has accumulated over the past few decades (e.g.

“…Therefore, identified convergence trends cannot be generalized globally, particularly when looking at the increasing importance of Emerging Market Multinationals (Held & Bader, 2018). International career success is a rather complex and country‐dependent phenomenon (Breitenmoser, Bader, & Berg, 2018). Therefore, the measurement of this, that is, managing expatriate performance, needs to account for these differences and could also include the repatriation phase (Breitenmoser & Bader, 2016; Breitenmoser & Bader, 2020; Chiang, van Esch, & Birtch, 2020).…”

Section: Discussionmentioning

confidence: 99%

One way or another? An international comparison of expatriate performance management in multinational companies

Human Resource Management

Froese

et al. 2021

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Due to the high costs and strategic importance of expatriate assignments, expatriate performance management (EPM) plays an increasingly important role for multinational enterprises (MNEs). However, research on EPM is still in its infancy. Drawing from the convergence/divergence debate in international human resource management, this study investigates and compares EPM strategies and practices across MNEs from three different country clusters to better understand whether EPM practices tend to converge, diverge, or crossverge (i.e., show aspects of both). Results from surveying 132 Anglo-Saxon, Germanic, and Japanese MNEs reveal prominent differences (divergence) at the EPM strategic level such that Japanese MNEs tend to pursue more ethnocentric staffing strategies and design EPM systems specifically tailored to expatriates. On the practice level, we found both commonalities and differences between Japanese and Anglo-Saxon and Germanic MNEs, pointing toward crossvergence. Theoretical and practical implications of our results are discussed.