Are Self-Initiated Expatriates Born or Made? Exploring the Relationship between SIE Orientation and Individual ROI

Yvonne McNulty

Chapter 3 in Talent Management of Self-Initiated Expatriates, 2013, pp 30-58 from Palgrave Macmillan

Abstract: Abstract Extant literature has argued that employee turnover is almost always an undesirable outcome (e.g., Shaw, Gupta, & Delery, 2005), and in the expatriate context even more challenging due to the high costs associated with utilizing international assignees (Haslberger & Vaiman, 2010). Clearly, the loss of company-assigned (CA) expatriates during an international assignment is not an outcome multinational corporations (MNCs) expect, given the strategic importance of global staffing toward achieving longer-term succession and management development initiatives (Haslberger & Brewster, 2009). Yet, in a recent study of individual return on investment (ROI), it was found that CA expatriates’ intent to leave during an assignment is not only relatively high but also growing, in light of the significant challenges, as well as opportunities, presented to them as a result of the “global war for talent” (McNulty, De Cieri, & Hutchings, 2013). In this chapter, I draw on a study of 71 long-term expatriates to closely examine the phenomenon of CA expatriates being pushed toward a self-initiated expatriate (SIE) orientation while employed by an MNC.

Keywords: Human Resource Management; Organizational Commitment; Psychological Contract; Talent Management; International Labor Market (search for similar items in EconPapers)
Date: 2013
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DOI: 10.1057/9780230392809_3

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