Evidence of Reverse Brain Drain in Selected Asian Countries: Human Resource Management Lessons for Malaysia

Mageswari Kunasegaran,Maimunah Ismail,Roziah Mohd Rasdi

doi:10.15388/omee.2014.5.1.14240

Mageswari Kunasegaran, Maimunah Ismail + Show 1 more

Open Access

https://doi.org/10.15388/omee.2014.5.1.14240

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Abstract

Reverse brain drain (RBD) is a fertile area to examine in the inter-countries movement of professionals. The basic idea of RBD is that the professionals who migrated to the industrialized nations represent potential human resources for the socioeconomic development of their home countries. It is argued that every ‘brain drain’ is a potential ‘brain gain’ for a country. However, there is inconclusive evidence on the best practices of RBD that may become lessons for any country to adopt in tapping the valuable experiences of the intellectual elites. Using ‘human capital theory’ and ’diffusion of innovation theory’, this conceptual paper specifically aims i) to illustrate evidence of the best practices of RBD in selected Asian developing countries of South Korea, Taiwan, China, and India that have commended track records in dealing with RBD; and ii) to suggest strategies for Malaysia, which is a beginner in developing the RBD programs, to adopt the best practices as experienced by the selected countries.

Highlights

Developing Asian countries, such as South Korea, Taiwan, China, and India, have successfully transformed their “brain drain” experience to “brain gain.” Malaysia is trying to emulate the efforts of these nations in encouraging its professionals to returnAn important aspect of reverse brain drain (RBD) is that it involves the movement of professionals among both developed and developing countries
The term “brain drain” was used in the 1950s to 1970s to refer to researchers, scientists, engineers, and technopreneurs (RSETs) from less developed countries, such as South Korea, Taiwan, China, India, and Malaysia, as well as South American and Eastern European countries, who migrated to industrialized countries such as the United States, the United Kingdom, Australia, Germany, and Canada because of better employment opportunities (Straubhaar, 2000; Findlay, 2001; Khadria, 2002; Donald & Yan, 2005)
This paper addresses the following research questions: (1) What are the strategies or best practices adopted by countries such as South Korea, Taiwan, China, and India in managing their RSETs through RBD?; and (2) How would Malaysia adopt those best practices as experienced by the four countries in attracting and managing their RSETs to return and contribute to national development? this paper aims to delineate the best practices in the above countries’ RBD programs and to suggest strategies for Malaysia in emulating and adopting the best practices of RBD in those countries

Summary

Introduction

Developing Asian countries, such as South Korea, Taiwan, China, and India, have successfully transformed their “brain drain” experience to “brain gain.” Malaysia is trying to emulate the efforts of these nations in encouraging its professionals to return. This paper addresses the following research questions: (1) What are the strategies or best practices adopted by countries such as South Korea, Taiwan, China, and India in managing their RSETs through RBD?; and (2) How would Malaysia adopt those best practices as experienced by the four countries in attracting and managing their RSETs to return and contribute to national development? The paper continues with a review of RBD in Malaysia and initiatives currently undertaken by government institutions such as the Talent Corporation (TC); the Ministry of Science, Technology, and Innovation (MOSTI); and other science-based organizations, as well as suggested strategies based on the best practices as experienced by the selected countries. The paper ends with a conclusion and recommendations for practice suggested RBD strategies for Malaysia to adopt

The Meaning of Reverse Brain Drain

Theoretical Framework

Findings

Discussion and Conclusion