| Social Networks of Expatriates |
| | Au, Kevin | Chinese U. of Hong Kong | kevin@baf.msmail.cuhk.edu.hk | (852)-2609-7802 |
| | Fukuda, John | Chinese U. of Hong Kong | fukuda@baf.msmail.cuhk.edu.hk | (852)-26097828 |
| | Zhao, Yan | Chinese U. of Hong Kong | zhaoyan@baf.msmail.cuhk.edu.hk | (852)2609-7820 |
| | Expatriation research has taken a person-centred approach and as a
consequence ignored the social fabric in which expatriates are embedded.
This study examined the work advice and social support networks of
expatriates as a step to understand the influence of social network on
their performance and adjustment. A field study and a survey on
expatriates in Hong Kong (N = 196) revealed that cultural flexibility,
boundary spanning responsibility, national background, and the proportion
of expatriates in the network influenced the ingroup choice and diversity
of their network. Research and managerial implications are discussed.
|
| | Keywords: Expatriate; Social Network |
| Underemployment Among Expatriates: Antecedents and Consequences |
| | Bolino, Mark C. | U. of South Carolina | bolinop8@darla.badm.sc.edu | (803)-777-5966 |
| | Feldman, Daniel C. | U. of South Carolina | dfeldman@darla.badm.sc.edu | 803-777-5971 |
| | While much of the research on expatriate careers suggests that expatriates fail on their overseas assignments because they lack language and cross-cultural skills, this study proposes that many expatriates are, in fact, overqualified for their jobs. The present paper uses previous research on underemployment and expatriate adjustment to identify the individual-level, job-level, organizational-level, and country-level variables which contribute to expatriate underemployment. Using data from 268 expatriates from six Fortune 500 multinational firms, the results suggest that expatriates' age and tenure, the extent to which expatriates are currently being used at the overseas site, the strategic importance of the overseas site, the extent to which expatriates have specific projects to complete, the degree of free choice in the decision to go overseas, and the amount of on-site mentoring all contribute to underemployment among expatriates. Further, underemployment is negatively related to expatriates' job attitudes, general mental health, and job performance. The implications of the results for future theory development, empirical research, and management practice are discussed as well. |
| | Keywords: expatriates; underemployment; careers |
| Expatriation and Repatriation in MNCs: A Taxonomy |
| | Baruch, Yehuda | U. of East Anglia, UK | yb@sys.uea.ac.uk | 0-1613-593341 |
| | Altman, Yochanan | U. of North London | y.altman@unl.ac.uk | (UK)-171-7537049 |
| | Expatriation and Repatriation in MNCs: A Taxonomy
The challenge of the management of expatriates and repatriates has never been more timely nor urgent: globalization has forced it to the corporate agenda of even smaller companies, confronting them with an array of questions in HRM strategy and practice. Employing the organization as the unit of analysis, we propose that a wide range of current approaches may be conveniently grouped into a taxonomy of five models, each advances a different set of expatriation relationships. We label them: the Empire, Colonial, Peripheral, Professional and Expedient. A framework outlining the main configurations of the five models (options) is presented, followed by a set of related propositions.
An Empire organization is likely to have a 'strong culture' coupled with a history and tradition of globalization. Expatriation is part and parcel of the normal career-path of 'corporate wo/men'. The Colonial option is characterised by an organizational culture indoctrinated with an ingrained obligation - a sense of duty for the Corporation which views expatriation as a mission. The Professional option marshals expatriates whose principal career comprises a string of expatriation posts. The Peripheral option thrives in niche environments benefiting from a Ôpro-foreignÕ attitude. Lastly, the Expedient model characterises the majority of organizations which find themselves outside the realm other options.
The proposed taxonomy purports to Ôsort outÕ the field of expatriation by classifying diverse practice and delineating its consequences. In addition, it helps explaining the sore point of expatriation: its apparent high failure rate. |
| | Keywords: International HRM; taxonomy; expatriation |
| Biggest Obstacle to Career Success of Female American Expatriates: Selection Bias at Home? |
| | Paik, Yongsun | Loyola Marymount U. | ypaik@popmail.lmu.edu | (310)-338-7402 |
| | An empirical study was conducted to verify anecdotal and field interview evidence of an unfounded expatriate assignment selection bias against American females.
A comparison was made between perceptions of US managers and German and Mexican businesspersons on six survy items concerning the business success viability of female American expatriates.
American managers perceptions were generally more negative than those held by foreign counterparts, suggesting a possible unfounded selection bias and unnecessary career obstacle for women. |
| | Keywords: Expatriates; Female; Selection |