Flexible global working arrangements: An integrative review and future research agenda

Stefan Jooss,Anthony Mcdonnell,Kieran Conroy

doi:10.1016/j.hrmr.2020.100780

Stefan Jooss, Anthony Mcdonnell + Show 1 more

Open Access

https://doi.org/10.1016/j.hrmr.2020.100780

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Abstract

The topography of global mobility within multinational enterprises (MNEs) is evolving where we now have a portfolio of flexible global working arrangements (FGWAs) including: international business travellers, flexpatriates, short-term international assignees, international commuters, and rotational assignees. The need for more agile structures and more efficient mechanisms to transfer globally dispersed knowledge are two key enablers in this evolution. With increased interest, this paper offers the first systematic, integrative review of 100 articles on FGWAs. The review indicates that these forms of global work appear to be a somewhat overlooked double-edged sword in that they may confer significant but unrealised value for MNEs alongside hidden, adverse consequences for individuals. Notable was the lack of insight into the HR function's input or oversight at either a strategic or operational level. We find that there is a distinct lack of strategic linkages to global mobility and/or HR functions. We propose a research agenda that centres on better understanding the international HR function's role and responsibility in providing a more strategic and sustainable perspective of these increasingly common FGWAs alongside virtual work. The COVID-19 pandemic may offer a critical juncture point in which there is greater strategic consideration on the utilisation and support of such arrangements.

Highlights

In order for multinational enterprises (MNEs) to adapt to increasing volatility, complexity, and uncertainty in the global envi ronment, there is an urgent need to develop and leverage more innovative and flexible forms of global mobility (Collings & Isichei, 2018; Reiche, Lee, & Allen, 2019)
In recognising the ever-shifting boundaries of global work and addressing the existing shortcomings in current studies on global mobility, this paper provides a systematic review of and research agenda for flexible global working arrangements (FGWAs)
While the international HR management (IHRM) literature focuses on expatriate management (Cooke et al, 2019), alternative forms of global working have increasingly been employed by MNEs (Deloitte, 2019) due to a need for greater flexibility

Summary

Introduction

In order for multinational enterprises (MNEs) to adapt to increasing volatility, complexity, and uncertainty in the global envi ronment, there is an urgent need to develop and leverage more innovative and flexible forms of global mobility (Collings & Isichei, 2018; Reiche, Lee, & Allen, 2019). Despite a rise of populism and protectionism in recent years, MNEs continue to expand following a strategy of international diversification (Hitt, Li, & Xu, 2016) while seeking to maintain a balance between global integration and local responsiveness (Verbeke & Kano, 2016). In this context, globally mobile workers traversing borders and continuously engaging in faceto-face exchanges act as highly valuable boundary spanners between headquarters (HQ) and foreign subsidiaries Leveraging such global working is especially pertinent when expanding in new frontier economies to create trust among stakeholders, build relationships, and facilitate richer knowledge transfer (Duvivier, Peeters, & Harzing, 2019; Schotter, Mudambi, Doz, & Gaur, 2017)

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