Corralling the "Horses" to Staff the Golbal Organization of 21st Century

Michael Harvey, Helene Mayerhofer, Linley Hartmann, Miriam Moeller

Publikation: Wissenschaftliche FachzeitschriftOriginalbeitrag in FachzeitschriftBegutachtung


Until recent decades, difficulties associated with distance, time, and culture limited global travel to longer, less frequent business trips. Expatriate assignments were the main option for extended business representation by the parent company in host countries, mitigating some of these differences. As staff can now travel globally and rather effortlessly, they are able to communicate more easily. The problems associated with long-term assignments increase (i.e., costs, family relocation, dual career couples and the like), have been somewhat abated. This paper examines the various types of global assignments, some of which have been somewhat neglected in global human resource management literature.
A competency based perspective of global staffing is used to compare and contrast the three most distinctive types of global work assignments: those being the expatriate, flexpatriate, and inpatriate. These types of assignments contribute to the development of global competence through cultural immersion, self-management of development, and managing as a virtual worker. The implications of these newer forms of global assignees have a direct impact on global selection, training, performance appraisal, remuneration, as well as personal work-life balance. These issues are important as businesses put more emphasis on the development of global competencies in their global workforce.
FachzeitschriftOrganizational Dynamics
PublikationsstatusVeröffentlicht - 1 Sept. 2009