Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives

By David G. Collings, H. Scullion, M. Morley. 2007

701 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/6171af7942d04a5f341a5bae248bff19c8fe768b

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Managing global talent: solving the spousal adjustment problem (2011, background): “Despite changing patterns of global staffing including short-term assignments, commuter assignments, and international business travel, organizations continue to use expatriate employees because qualified locals are not available for management development purposes (Collings, Scullion and Morley 20”
The impact of cultural intelligence on communication effectiveness, job satisfaction and anxiety for Chinese host country managers working for foreign multinationals (2014, background): “research on this group remains scarce while this group is becoming more important for MNEs’ international growth strategies (Collings et al. 2007).”
Theorizing the meaning(s) of ‘expatriate’: establishing boundary conditions for business expatriates (2016, background): “For example, an ‘expatriate’ (Collings et al., 2007) has also been referred to as an ‘international manager’ (Bonache-Perez & Pla-Barber, 2005); an ‘international assignee’ (Bonache & Zarraga-Oberty, 2008; Reiche, Kraimer, & Harzing, 2011); an ‘internationally mobile manager’ (Andresen & Biemann, 20”
Self‐initiated expatriation and self‐initiated expatriates: Clarification of the research stream (2013, background): “the organizational, labor market or country level) (Thorn and Inkson, 2012; Collings et al., 2007).”
International human resource management in the 21st century: emerging themes and contemporary debates (2007, background): “In relation to falling supply, Collings et al. (2007) point to four key trends: dual career issues, whereby potential international assignees are no longer necessarily males, who are the sole bread winners with spouses who are willing and able to relocate to support their husband’s careers; the…”
Work-life balance – a neglected issue among Austrian female expatriates (2010, background): “Finally, one could also consider alternative forms of assignments, such as short-term assignments, frequent flyer assignments, commuter and rotational assignments and virtual teams (Collings, Scullion and Morely 2007 ) as a potential option for reducing work-life balance conflict.”
Why do they go? Empirical evidence of employees' motives for seeking or accepting relocation (2009, background): “…employees to accept international assignments coincides with a fast increasing demand for expatriates, driven by rapid growth in emerging markets and the increasing degree of internationalisation of small and medium sized enterprises (Knight 2001; Lu and Beamish 2001; Collings et al. 2007).”