Short-term Assignments Research Articles

Mixed-Methods Research on Support for Fly-In Fly-Out Academics

Although mixed-methods are becoming more popular, there are limited studies using mixed-method in short-term international assignments research. Mixed-method may prove superior in enhancing synergistic understandings of realities. The idea that mixed method studies permit researchers to pragmatically access the best of both [qualitative and quantitative] worlds is clearly advantageous. Thus, this paper discusses how a mixed-method is designed and conducted to analyze support for fly-in-in fly-out academics.

Up in the air: an examination of the work–life balance of fly-in–fly-out academics

There is a dearth of research on the work–life balance experiences of academics who undertake short-term international teaching assignments. Academics who teach offshore are also accountable for onshore activities including lecturing, research, supervision of higher degree students, mentoring, publishing and administrative obligations inter alia. These responsibilities pose further challenges to work and life. Within the context of a qualitative design, 11 academics were interviewed in depth regarding their short-term international teaching experiences. Specific issues relating to family separation, excessive work hours, poor assignment planning and lack of organisational recognition were identified. Findings have important implications for academics, and university policy and practice.

Analysing the Functions of Short-term Expatriate Assignments

This paper aims to provide a clearer picture of the main functions of short-term expatriate assignments. It is based on the results from an empirical study with involving 84 interviewees from different companies located in different host countries. The interviewees were managers mainly from Malaysian, Australian, and Singaporean companies that operated internationally. The duration of the interviews was in average of 1 hour 30 minutes. Extensive notes and voice recordings were made during the interviews. Thematic analysis and the converging interviewing technique were used to analyse the data to develop categorisations, that formed the nature of the short-term assignments. This paper discusses the reasons of short-term expatriate managers were sent overseas instead of long-term expatriate managers and provides useful knowledge about the differences between short and long-term assignments to human resource managers.

Managing non-standard international experience: evidence from a Finnish company

Purpose – This paper extends the increasing debates about the role of international experience through mechanisms other than standard expatriation packages, in particular through the use of short-term assignments. It explores the different forms of short-term assignments (project work, commuter assignments, virtual international working and development assignments) and the different sets of positive and negative implications these can have for the company and the individuals concerned. The integration-differentiation debate is reflected here as elsewhere in IHRM, with the company moving towards greater centralization and control of its use of these assignments. Design/methodology/approach – Since the research is exploratory, we adopted a qualitative approach to get a more in-depth understanding on the realities the corporations and the assignees are facing. The study was implemented through a single case study setting in which the data were collected by interviewing (n=20) line managers, human resource management (HRM) staff and assignees themselves. In addition corporate documentation and other materials were reviewed. Findings – The present case study provides evidence about the characteristics of short-term assignments as well as the on the management of such assignments. The paper identifies various benefits and challenges involved in the use of short-term assignments both from the perspectives of the company and assignees. Furthermore, the findings support the view that a recent increase in the popularity of short-term assignments has not been matched by the development of HRM policies for such assignments. Research limitations/implications – As a single case study, limitations in the generalizability of the findings should be kept in mind. More large-scale research evidence is needed around different forms of international assignments beyond standard expatriation in order to fully capture the realities faced by international HRM specialists Practical implications – The paper identifies many challenges but also benefits of using short-term assignments. The paper reports in-depth findings on HR development needs that organizations face when expanding the use of such assignments. Social implications – The paper identifies many challenges but also benefits of using short-term assignments. The paper reports in-depth findings on HR development needs that organizations face when expanding the use of such assignments. Originality/value – Empirical research on short-term assignments is still very limited. In that way the paper provides much needed in-depth evidence on why such assignments are used, what challenges are involved in the use of such assignments and what kinds of HR-development needs are involved.

Human resource management in Asian subsidiaries: comparison of French and Japanese MNCs

European and Japanese multinational corporations (MNCs) have expanded their activities in Asia, usually through massive mobilization of various human resources from head offices, whether expatriated or on short-term assignments, and a reliance on diverse categories of local employees. Because expatriation is costly, difficult and often limited in its results, MNCs have developed localization strategies for management positions to support their regional development. This contribution addresses such a scenario by comparing Japanese and French MNCs in eight Asian countries, based on 53 interviews across subsidiaries of 17 MNCs. We find that Japanese MNCs have not localized management positions as much as French MNCs, but they have grown more willing to do so. To compensate for the lack of local capabilities without sending more expatriates, both French and Japanese MNCs frequently send experts on short-term assignments. Finally, though human resource practices vary widely across countries, even for a given MNC, some harmonizing principles have been introduced to regional HRM strategies recently.

Higher education in flight: a new direction for international assignments research

This paper draws attention to the significant internationalisation of the higher education sector and role of international assignments in supporting and driving this. The paper then proceeds to identify the similarities and unique features of the sector in the context of international assignments which we argue, primarily revolve around alternative forms, namely international frequent flyers and short-term assignments. Finally, a model is proposed that may facilitate higher education institutes in more effective international assignment utilisation.

Perceptions and Efficiency of Short-Term Medical Aid Missions Among Key Groups of Health Professionals

This study investigated the perceptions of short-term assignments of medical services among participating health care professionals dispatched from Taiwan to underdeveloped areas. Structured questionnaires were mailed to four groups of professionals (physicians, pharmacists, nurses, and public health personnel) who had participated in any of 88 medical missions dispatched to 24 allied nations. A total of 278 returns were valid for analysis. Among them, 222 respondents reported that they had participated in just one overseas medical mission (79.9%). The majority of physicians, pharmacists, and nurses listed humanitarianism as their foremost incentive for participation. In contrast, public health personnel most frequently reported that they had been assigned to the mission abroad. Pharmacists, nurses, and public health personnel most commonly stated that their top goal was health care; but physicians said that aiding Taiwan's diplomatic relations was their main motive. While all groups generally recognized language proficiency and cultural awareness as important for conducting successful short-term medical aid missions (STMMs), many members of groups did not rate their own capabilities in those area as sufficient, especially pharmacists (p < .001). Orientation for participants and training for local health workers were seen as relatively insufficient. In conclusion, there are considerable differences in the thoughts about STMMs across four key groups of heath personnel. The findings can help inform efforts to integrate evidence into the deployment of STMMs.

OECD Discussion around the Definition of Permanent Establishments: A German view on Proposed Amendments to the Model Commentary and Their Effect on Business Profit Allocation and International Assignm

Within the system of double taxation treaties the concept of permanent establishments constitutes the predominant link to tie revenue to a source State. It is not only of importance for allocation of business profits and the taxation rights accrued thereupon, but can also determine which Contracting State is allowed to levy taxes on employee remuneration in case of certain short-term assignments. In addition it decides about certain corporate tax consequences secondment activities may have. Understanding and interpretation of the concept are under current discussion on OECD level. This article sums up the debate's main aspects, presents its consequences and explains why Germany has a reserved position towards some of the henceforth proposed changes.

Recession and international corporate mobility

AbstractThe international mobility of MNE personnel has been increasing in recent years both through traditional forms of expatriation and short‐term assignments and through business travel. These overall ‘portfolios of mobility’, however, have been complemented by intensified virtual communication and growing localization of recruitment in developing production and market regions. In this article, we report on a return survey of the impacts of the 2008 recession on the mobility portfolios of a sample of UK‐based MNEs and consider how far it has affected established trends. We begin by reviewing evidence from recent large‐scale surveys on corporate staff mobility. We then focus on how the relationship between established business goals and global mobility strategies was rebalanced within individual companies as the recession took hold. Our evidence indicates the widely variable effects of recession, strongly affecting operations in some parts of the world, but making little, if any, change elsewhere. In many cases, corporate restructuring or the increased focus on emerging markets were already reshaping mobility portfolios. Diversification and flexibility have underlain the development of these portfolios over the last decade. The recession has accelerated several processes already under way, including a shift towards alternatives to traditional assignments and the closer incorporation of new and emerging markets into mobility systems. It has also allowed companies to drive through changes that might otherwise have been more contentious, such as reducing the financial incentives for assignment.

Strategic management staffing decisions among German subsidiaries in Japan

This study discusses the composition of strategic management teams in foreign subsidiaries beyond decisions solely about the general manager, i.e. encompassing third-country nationals; locally hired “foreigners” as well as managers on short-term assignments. We extend the discussion about expatriates by developing hypotheses about those issues based on the resource-based view of the firm and the principal agent theory and find that both are important for understanding staffing decisions. This research analyses these issues by means of a data set on German subsidiaries in Japan and shows that recent changes in the global environment are providing multinationals greater latitude when staffing foreign-based subsidiaries, including choices that have not been given due weight in IHRM literature.

Society of Economic Geologists Ralph W. Marsden Award for 2010: Citation of Gerald G. Carlson

President Hedenquist, distinguished guests, members and friends of the Society, and especially the more than 150 students from around the world who are attending this Conference: It is my pleasure today to present Gerald G. (Gerry) Carlson as the 2010 recipient of the Ralph W. Marsden Award. Ralph Marsden was a premier expert on the geology of iron ores and a distinguished member of the Society. He ably served the Society, the SEG Foundation, and the (former) Economic Geology Publishing Company (PUBCO) as Treasurer from 1976 until his untimely death in late 1986. His outstanding service and contributions to all three organizations were recognized shortly thereafter with the establishment of this award bearing his name. Gerry Carlson is a native of Ontario, Canada, grew up there, and attended the University of Toronto, where he received a bachelor of arts and sciences degree in geological engineering in 1969. From there, he moved to the Yukon, working first as an exploration geologist for New Imperial Mines and then as a consultant and contract geologists throughout the Yukon and adjacent Alaska and Canada. In 1972, he began graduate study at Michigan Technological University in Houghton, Michigan, and received an M.Sc. degree in geology in 1974. His thesis, “Geology of the Bailadores, Venezuela Massive Sulfide Deposit,” was published in Economic Geology (1977, v. 72, p. 1131–1141). He continued graduate study at Dartmouth College, receiving a Ph.D. degree, also in geology, in 1978. Immediately thereafter, he joined Anaconda Canada Exploration Limited (a subsidiary of The Anaconda Company), as a project geologist based in Vancouver, BC. In 1980, he was appointed Exploration Manager for Canada, responsible for Canada-wide minerals exploration and with short-term exploration assignments for Anaconda in the U.S., Chile, and Australia. Following cessation of Anaconda’s worldwide exploration activities in 1985, Gerry began another phase …

Forms of cross-border mobility and social capital in multinational enterprises

This paper discusses how different forms of cross-border employee mobility all contribute to establishing social ties across different units of multinational enterprises (MNEs). Despite the growing recognition of the significance of employees' cross-unit social ties in MNEs for both individuals and the organisation, the mechanisms for creating such ties remain underspecified. We contribute to closing this gap by identifying the role that an array of forms of international mobility can play in promoting employees' (cross-unit) social ties inside MNEs. We draw upon empirical accounts of the job-related international mobility experiences of 72 high-skilled employees in three leading MNEs in the mobile telecommunications sector. Guided by a framework that utilizes some of the key concepts of the debate on social ties and social capital, we discuss traditional expatriation, short-term assignments, localised transfers and business travel in terms of the structure and strength of the cross-unit ties they engender, as well as their accessibility. We find (1) that it is not only traditional long-term assignments in the form of expatriation that enable individuals to create cross-unit social ties; and, (2) that different forms of international mobility promote cross-unit social ties in variable ways and to different extents.

Cross-cultural training and its impact on expatriate performance in Australian MNEs

This study examines cross-cultural training (CCT) policies and practices in terms of provision, mode of delivery and level of rigor, and the relative effects of different CCT programmes on expatriates in Australian multinational enterprises (MNEs). The empirical evidence suggests that the case study Australian MNEs tended to provide highly rigorous CCT, mainly in the form of short-term international assignments, which, however, are yet to be perceived as CCT in the CCT literature. Short-term assignments had a stronger impact on expatriates in terms of cross-cultural adjustment and reducing expatriate failure rate than did in-country CCT. The findings of this study contribute to the debate whether MNEs normally provide expatriates with adequate CCT, and have significant implications for practitioners and further research.

‘Out of sight but still in the picture’: short-term international assignments and the influential role of family

This paper focuses on the role of the family, and related issues associated with short-term international assignments from the assignees' perspective. Conceptually our study utilizes discourse analysis set within a social constructionist framework to understand these issues better. Our research is a longitudinal case study which encompasses 22 interviews with short-term assignees employed by a US-based MNC. Despite the physical absence of the family/spouse on short-term assignments, a number of family related concerns emerge in our study. First, ‘single’ assignees, as well as married assignees, have family related concerns. Second, extended, as well as immediate family, are influential in the assignment process. Third, long-distance family support is crucial in the wake of assignment-imposed separation. Finally, there are significant family issues associated with repatriation in the aftermath of a short-term assignment.

Repatriation and short-term assignments: an exploration into expectations, change and dilemmas

The aim of this research was to use in-depth interviews and discourse analysis to explore talk about repatriation expectations by 22 participants who were currently on, or had recently completed a short-term assignment within a single MNC. This study is one of the first to focus specifically on repatriation connected to short-term assignments and present findings that stem solely from the expatriates' perspective. Through discourse analysis, this paper outlines a framework with which to understand the relevance and meaning of individual change associated with career-based expectations of repatriation. For some of the participants, expectations of short-term assignment repatriation meant a desired change in work based on perceptions of themselves as changed as a result of their experience. For others, expectations of consistency as opposed to change between pre-and post-assignment work roles emerged through discourses of resistance. These findings raise a number of distinctively novel HR challenges.

Obituary – Chester J. Mackson

AbstractChester J. Mackson, PhD., former Director of the School of Packaging, Michigan State University (MSU), died on May 21 at the age of 88. He was Director of the School from 1977 to 1986 during one of the School's most expansive, successful periods.Dr. Mackson's vision led to a much expanded school in terms of staffing and student numbers, and in programs and international prominence. During his time as Director, he hired many of the faculty currently on staff and laid the foundation for the broadened programmatic mission that we enjoy today. Chet was instrumental in the building expansion that added several world‐class labs, a conference room and faculty offices. Prior to this, faculty had been housed in two buildings that he felt did not create a good work environment. Today the School is well known both on and off campus for its harmonious work environment and team attitude.Internationally, Chet was very proactive, perhaps a little surprising for a small town boy from Michigan's Upper Peninsula. He was one of the pioneers and long‐time board members of the International Association of Packaging Research Institutes (IAPRI). IAPRI is now a thriving association made up of member organizations from all around the world; its recent 16th World Conference was held in Bangkok, Thailand. Chet was the organizer of the 4th World Conference in Lansing, Michigan. It was the first one held outside of Europe and remains one of the most successful. Together with Frank Paine he started the first packaging overseas study program for students, offered in London, England, which has now expanded to also include programs in Sweden, Spain and Japan. Chet worked with the World Bank, the US Agency for International Development and the United Nations to secure short term assignments for faculty in Mexico, Brazil, Morocco and Korea, among others. Due, in part, to Chet's early leadership, the current faculty is well traveled internationally and the School is respected globally.Chet Mackson was an educator, an innovator and an entrepreneur. He loved his family, MSU, Michigan's upper peninsula and a good golf match. He served MSU for over 34 years as a professor in Agriculture Economics and as Director of the School of Packaging. He served the USA as an officer in World War II in Patton's Third Army, was wounded in battle and received the Purple Heart. Chet is survived by Marilynn, his wife of 61 years, 6 children, 11 grandchildren and 3 great grandchildren.Chet was honored by the Packaging Education Foundation in 1992 when they elected him to the Packaging Hall of Fame, and again by the School's alumni in 2007 when they elected him to MSU Packaging Alumni Association Hall of Fame. One of the things he said most often, and which exemplifies his professional career was, ‘it is surprising how much you can accomplish, as long as you don't care who gets the credit’.Chet will be missed by the faculty, staff and alumni of the School of Packaging.

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

We argue that many MNCs continue to underestimate the complexities involved in global staffing and that organisations and academics must take a more strategic view of staffing arrangements in an international context. We suggest that the context for the management and handling of the international assignment has altered significantly, leading in some quarters to a fundamental reassessment of the contribution of, and prospects for, the international assignment as conventionally understood. We explore a variety of supply side issues, cost issues, demand side issues and career issues as triggers to this reassessment. Alongside the conventional expatriate assignment, we point to the emergence of a portfolio of alternatives to the traditional international assignment including short-term assignments, commuter assignments, international business travel and virtual assignments. In the context of these developments, we argue that a standardised approach to international assignments is untenable and that it is essential to develop HR policies and procedures that reflect differences in the various forms of emerging alternative international assignments and their associated complexities. Here recruitment and selection, training, reward, and occupational health and safety issues and implications are all explored.

Twenty‐first century learning in schools: A case study of New Technology High School in Napa, California

The most pertinent question concerning teaching and learning in the twenty-first century is not what knowledge and skills students need--that laundry list was identified over a decade ago--but rather how to foster twenty-first century learning. What curricula, experiences, assessments, environments, and technology best support twenty-first century learning? New Technology High School (NTHS) in Napa, California, is one example of a successful twenty-first century school. In this chapter, the author describes the components of this exemplary high school, illustrating an environment that will cultivate twenty-first century student learning. New Technology High School began by defining eight learning outcomes, aligned with the standards of the Partnership for 21st Century Skills; to graduate, students demonstrate mastery of these outcomes through an online portfolio. To help students achieve the outcomes, NTHS employs project- and problem-based learning. Whereas in traditional classrooms students work alone on short-term assignments that do not lend themselves to deep understanding, the project-based learning approach has students working in teams on long-term, in-depth, rigorous projects. Students' work is supported by the school's workplace-like environment and effectiv use of technology. Meaningful assessment is essential to project-based learning; students receive continuous feedback, helping them become self-directed learners. In fact, NTHS uses outcome-based grading through which students constantly know how they are performing on the twenty-first century outcomes. Research has shown that NTHS graduates are better prepared for postsecondary education, careers, and citizenship than their peers from other schools. To facilitate twenty-first century learning, all schools need to rethink their approach to teaching and learning. New Technology High School is one way to do so.

US managers' willingness to accept a global assignment: do expatriate benefits and assignment length make a difference?

Drawing on key tenets of expectancy theory, the present research study investigates the degree to which twelve different expatriate benefits explain managerial willingness to accept short-term and long-term global assignments. Hypotheses regarding main and interaction effects were tested on a sample of 418 globally oriented graduates of a top-ranked master's of international business studies programme at a university in the south-eastern United States. Analysing the data with ANOVA, nine out of the thirteen hypotheses were supported with all of the expatriate benefits having either main or interactive effects. A discussion and areas for future research are presented.

Keeping 'the last' in mind: Incorporating Chambers in consulting

Many readers will be familiar with the work of Robert Chambers, including his six 'biases' of the development professional--namely spatial, project, person, seasonal, diplomatic, and professional--and with his suggestions for overcoming them. Many will also be familiar with the challenge of putting his advice into practice, notably on short-term assignments. The question asked here is whether the consultant can do anything constructive about those who are 'last' on the development ladder; and in so doing render the invisible just a bit more visible. This article provides four illustrations taken from the author's experiences in Mozambique, Malawi, Bangladesh, and Zimbabwe. All involve attempts to partially apply Chambers' ideas. All are modest in ambition, scale, and scope. The main purpose of describing these cases is to stimulate discussion of the possibilities of incorporating the ideas of participatory and inclusive development processes within the unpromising confines of the two- or three-week assignment.