Expatriation model with human resources management policies and practices
Main Article Content
Abstract
Expatriation is a current process in companies to expand their international business. Expatriation is strongly related to multinational companies’ (MNC) performance abroad because the implementation of strategies occurs more slowly without the presence of the expatriate in the subsidiary. This research proposes an expatriation model as a process with three-phase that includes Human Resource Management policies and practices to show its contribution to business internationalization. The research is descriptive and qualitative, in which thirty semi-structured interviews were carried out with managers and expatriates from Brazilian and Portuguese MNCs. Data were analyzed using the content analysis technique supported by the MAXQDA software. The results show that there is no formal planning for expatriation in the MNCs examined. There is a greater diversity of informal practices that arise to fill the gaps in expatriation. The model shows diverse practices that can support the process, making it less painful for those involved and increasing the understanding of expatriation as an object of research. However, it is up to each MNC to adjust its perspectives to its operation contexts, as there is no intention to exhaust the model.
Downloads
Metrics
Article Details
![Creative Commons License](http://i.creativecommons.org/l/by/4.0/88x31.png)
This work is licensed under a Creative Commons Attribution 4.0 International License.
Cadernos EBAPE.BR undertakes to contribute to the protection of authors’ intellectual rights. On this matter:
- It uses the Creative Commons BY (CC-BY) license for all texts it publishes, except when there is indication of specific holders of copyrights and property rights;
- It uses the similarity verification software of content - Plagiarism (Crossref Similarity Check);
- It takes actions to fight against plagiarism and ethical misconduct aligned with the guidelines of the Committee on Publication Ethics (COPE).
Further information on the Code of Ethics adopted by Cadernos EBAPE.BR can be found in Ethical Standards and Code of Conduct.
References
Bader, A. K., Froese, F. J., & Kraeh, A. (2018). Clash of cultures? German expatriates’ work-life boundary adjustment in South Korea. European Management Review, 15(3), 357-374. Recuperado de https://doi.org/10.1111/emre.12102
Bader, B., Stoermer, S., Bader, A. K., & Schuster, T. (2018). Institutional discrimination of women and workplace harassment of female expatriates: evidence from 25 host countries. Journal of Global Mobility, 6(1), 40-58. Recuperado de https://doi.org/10.1108/JGM-06-2017-0022
Bardin, L. (2009). Análise de conteúdo. São Paulo, SP: Edições 70.
Bonache, J., Brewster, C., Suutari, V., & Saá, P. (2010). Expatriation: traditional criticisms and international careers: introduciong the special issue. Thunderbird International Business Review, 52(4), 263-274. Recuperado de https://doi.org/10.1002/tie
Brewster, C., Bonache, J., Cerdin, J. L., & Suutari, V. (2014). Exploring expatriate outcomes. International Journal of Human Resource Management, 25(14), 1921-1937. Recuperado de https://doi.org/10.1080/09585192.2013.870284
Brewster, C., Mayrhofer, W., & Smale, A. (2016). Crossing the streams: HRM in multinational enterprises and comparative HRM. Human Resource Management Review, 26(4), 285-297. Recuperado de https://doi.org/10.1016/j.hrmr.2016.04.002
Bueno, J. M., & Domingues, C. R. (2011). Internationalization strategies of emerging companies: a comparative study of Brazilian cases. Future Studies Research Journal: Trends and Strategies, 3(2), 59-87. Recuperado de https://doi.org/10.7444/future.v3i2.79
Caldas, M. P., Tonelli, M. J., & Lacombe, B. M. B. (2011). IHRM in developing countries: does the functionalist vs. critical debate make sense south of the equator? Brazilian Administration Review, 8(4), 433-453. Recuperado de https://doi.org/10.1590/S1807-76922011000400006
Caligiuri, P., & Bonache, J. (2015). Evolving and enduring challenges in global mobility. Journal of World Business, 51(1), 127-141. Recuperado de https://doi.org/10.1016/j.jwb.2015.10.001
Caligiuri, P., & Colakoglu, S. (2007). A strategic contingency approach to expatriate assignment management. Human Resource Management Journal, 17(4), 393-410. Recuperado de https://doi.org/10.1111/j.1748-8583.2007.00052.x
Cascio, W. F., & Boudreau, J. W. (2016). The search for global competence: from international HR to talent management. Journal of World Business, 51(1), 103-114. Recuperado de https://doi.org/10.1016/j.jwb.2015.10.002
Chiang, F. F. T., Esch, E. V., Birtch, T. A., & Shaffer, M. A. (2018). Repatriation: what do we know and where do we go from here. International Journal of Human Resource Management, 29(1), 188-226. Recuperado de https://doi.org/10.1080/09585192.2017.1380065
Collings, D. G., & Isichei, M. (2018). The shifting boundaries of global staffing: integrating global talent management, alternative forms of international assignments and non-employees into the discussion. International Journal of Human Resource Management, 29(1), 165-187. Recuperado de https://doi.org/10.1080/09585192.2017.1380064
Collings, D. G., Scullion, H., & Morley, M. J. (2007). Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives. Journal of World Business, 42(2), 198-213. Recuperado de https://doi.org/10.1016/j.jwb.2007.02.005
Fee, A., & Michailova, S. (2020). How host organizations prepare for and learn expatriate assignment. Thunderbird International Business Review, 62, 329-342. Recuperado de https://doi.org/https://doi.org/10.1002/tie.22099
Fraga, A. M., Gallon, S., & Vaz, E. R. D. (2021). Estereótipo, preconceito e assédio nas trajetórias de expatriadas brasileiras. Revista Pensamento Contemporâneo em Administração, 15(1), 165-179. Recuperado de https://doi.org/10.12712/rpca.v15i1.46524
Freitas, M. E., & Dantas, M. (2011). O estrangeiro e o novo grupo. Revista de Administração de Empresas, 51(6), 601-608. Recuperado de https://doi.org/10.1590/s0034-75902011000600008
Furusawa, M., & Brewster, C. (2016). IHRM and expatriation in Japanese MNCs: HRM practices and their impact on adjustment and job performance. Asia Pacific Journal of Human Resources, 54(4), 396-420. Recuperado de https://doi.org/10.1111/1744-7941.12106
Gallon, S., Scheffer, A. B. B., & Bitencourt, B. M. (2013). “Eu fui, voltei e ninguém viu”: um estudo sobre a expectativa de carreira após a repatriação em uma empresa brasileira. Cadernos EBAPE.BR, 11(1), 128-148. Recuperado de https://doi.org/10.1590/S1679-39512013000100009
Gooderham, P. N., Mayrhofer, W., & Brewster, C. (2019). A framework for comparative institutional research on HRM. International Journal of Human Resource Management, 30(1), 5-30. Recuperado de https://doi.org/10.1080/09585192.2018.1521462
Haak-Saheem, W. (2016). The notion of expatriation in the United Arab Emirates. International Journal of Cross Cultural Management, 16(3), 301-320. Recuperado de https://doi.org/10.1177/1470595816669532
Haak-Saheem, W., & Brewster, C. (2017). ‘Hidden’ expatriates: international mobility in the United Arab Emirates as a challenge to current understanding of expatriation. Human Resource Management Journal, 27(3), 423-439. Recuperado de https://doi.org/10.1111/1748-8583.12147
Hajro, A., Caprar, D. V., Zikic, J., & Stahl, G. K. (2021). Global migrants: understanding the implications for international business and management. Journal of World Business, 56(2), 101-192. Recuperado de https://doi.org/10.1016/j.jwb.2021.101192
Kawai, N., & Chung, C. (2019). Expatriate utilization, subsidiary knowledge creation and performance: the moderating role of subsidiary strategic context. Journal of World Business, 54(1), 24-36. Recuperado de https://doi.org/10.1016/j.jwb.2018.09.003
Knocke, J., & Schuster, T. (2017). Repatriation of international assignees. Journal of Global Mobility, 5(3), 275-303. Recuperado de https://doi.org/10.1108/jgm-01-2017-0001
Kraimer, M. L., Shaffer, M. A., & Bolino, M. C. (2009). The influence of expatriate and repatriate experiences on career advancement and repatriate retention. Human Resource Management, 48(1), 27-47. Recuperado de https://doi.org/10.1002/hrm.20265
Lester, G. V., Virick, M., & Clapp-Smith, R. (2016). Harnessing global mindset to positively impact advances in global leadership through international human resource management practices. Advances in Global Leadership, 9, 325-349. Recuperado de https://doi.org/10.1108/S1535-120320160000009010
Lima, M. B., & Braga, B. M. (2010). Práticas de recursos humanos do processo de repatriação de executivos brasileiros. Revista de Administração Contemporânea, 14(6), 1031-1053. Recuperado de https://doi.org/10.1590/s1415-65552010000700004
López-Duarte, C., Vidal-Suárez, M. M., & González-Díaz, B. (2020). Expatriate management and national culture: a bibliometric study of prolific, productive, and most cited authors and institutions. International Journal of Human Resource Management, 31(6), 805-833. Recuperado de https://doi.org/10.1080/09585192.2017.1383287
Maciel, A. C., Mores, G. D. V., Oliva, E. D. C., & Kubo, E. K. M. (2019). International human resource management for expatriation in early and late mover multinationals. Revista Gestão Organizacional, 12(3), 72-85. Recuperado de https://doi.org/10.22277/rgo.v12i3.5181
Mello, S. F., & Tomei, P. A. (2021). Desafios da expatriação e o enriquecimento da interface trabalho-família em expatriados durante a pandemia de Covid-19. Revista Gestão Organizacional, 14(1), 269-293. Recuperado de https://doi.org/10.22277/rgo.v14i1.5741
Michailova, S. (2011). The “tortuous evolution” of international management research: Critical issues on the way to maturity. Thunderbird International Business Review, 53(3), 299-310. https://doi.org/10.1002/tie.20408
Milford, C., Kriel, Y., Njau, I., Nkole, T., Gichangi, P., Cordero, J. P., … Silumbwe, A. (2017). Teamwork in qualitative research: descriptions of a multicountry team approach. International Journal of Qualitative Methods, 16(1), 1-10. Recuperado de https://doi.org/10.1177/1609406917727189
Oddou, G., Osland, J. S., & Blakeney, R. N. (2009). Repatriating knowledge: variables influencing the “transfer” process. Journal of International Business Studies, 40(2), 181-199. Recuperado de https://doi.org/10.1057/palgrave.jibs.8400402
Paul, J., & Rosado-Serrano, A. (2019). Gradual internationalization vs. born-global/international new venture models: a review and research agenda. International Marketing Review, 36(6), 830-858. Recuperado de https://doi.org/10.1108/IMR-10-2018-0280
Pintar, R., Martins, J. T., & Bernik, M. (2017). Analysis of expatriation process in a Slovenian company. Organizacija, 50(1), 63-79. Recuperado de https://doi.org/10.1515/orga-2017-0001
Plourde, Y., Parker, S. C., & Schaan, J. L. (2014). Expatriation and its effect on headquarters’ attention in the multinational enterprise. Strategic Management Journal, 35, 938-947. Recuperado de https://doi.org/10.1002/smj.2125
Schuler, R. S. (2000). The internationalization of human resource management. Journal of International Management, 6(3), 239-260. Recuperado de https://doi.org/10.1016/S1075-4253(00)00025-9
Scullion, H., & Starkey, K. (2000). In search of the changing role of the corporate human resource function in the international firm. International Journal of Human Resource Management, 11(6), 1061-1081. Recuperado de https://doi.org/10.1080/09585190050177166
Stewart, D. W., & Shamdasani, P. (2016). Online focus groups. Journal of Advertising, 46(1), 48-60. Recuperado de https://doi.org/10.1080/00913367.2016.1252288
Suutari, V., Brewster, C., Mäkelä, L., Dickmann, M., & Tornikoski, C. (2018). The effect of international work experience on the career success of expatriates: a comparison of assigned and self-initiated expatriates. Human Resource Management, 57(1), 37-54. Recuperado de https://doi.org/10.1002/hrm.21827
Tahir, R., & Egleston, D. (2019). Expatriation management process: the challenges and impediments for the Western expatriates in the United Arab Emirates. Journal of Workplace Learning, 31(8), 520-536. Recuperado de https://doi.org/10.1108/JWL-03-2019-0036
Tung, R. L. (2016). New perspectives on human resource management in a global context. Journal of World Business, 51(1), 142-152. Recuperado de https://doi.org/10.1016/j.jwb.2015.10.004
Vahlne, J. E. (2020). Development of the Uppsala model of internationalization process: from internationalization to evolution. Global Strategy Journal, 10(2), 239-250. Recuperado de https://doi.org/10.1002/gsj.1375
Vianna, N., & Souza, Y. (2009). Uma análise sobre os processos de expatriação e repatriação em organizações brasileiras. Base – Revista de Administração e Contabilidade da Unisinos, 6(4), 340-353. Recuperado de https://doi.org/10.4013/base.2009.64.05
Welch, D., & Björkman, I. (2014). The place of international human resource management in international business. Management International Review, 55(3), 303-322. Recuperado de https://doi.org/10.1007/s11575-014-0226-3