Summary Bonache (2010), Brewster (2001)
and Sims & Schraeder (2005)
Content
Bonache (2010)- Expatriation: Traditional criticisms and international careers: Introducing the special
issue........................................................................................................................................................1
Brewster, C., & Suutari, V. (2001) - Expatriation: A developing research agenda...................................2
Sims and Schraeder (2005) - Expatriate compensation: An exploratory review of salient contextual
factors and common practices...............................................................................................................3
Bonache (2010)- Expatriation: Traditional criticisms and international
careers: Introducing the special issue
There are different reasons why and when organizations use expatriates, the article sums 4
reasons why:
1. The level of international expansion
2. Cultural and institutional distance
3. The required capabilities
4. The units’ interdependence
The majority of research on international assignees focuses on specific and isolated activities
(i.e., training, mentoring, compensation), without considering the degree of “internal fit” or
consistency with other HRM activities. Within a firm not everyone receives the same
activities or benefits. This is for instance the case between local employees and expatriates
that are not treated the same, for example in salary. This creates different perceptions by the
employees towards the organization.
Expatriates who are done with their assignment usually go one of two ways; one way is going
back to the home country. In this situation it is not always clear in what position the expatriate
will come back and whether there is a position at all. Second is the option that they will stay
longer abroad and do other international assignments, they begin a global career.
The article states that because of the changes in technology and other fields there become
different types of expatriate jobs. They highlight the following. Apart from the standard
expatriation arrangements, the main ones in use appear to be, in descending order of the time
spent in the foreign country:
Self-initiated expatriates→ people are looking for jobs in other countries without the
help of a company.
Short-term assignments → people are only for a short period away from home,
sometimes just even a couple weeks. Therefore, the compensation is more likely to be
less than for a full expatriate that is away for a longer time.
and Sims & Schraeder (2005)
Content
Bonache (2010)- Expatriation: Traditional criticisms and international careers: Introducing the special
issue........................................................................................................................................................1
Brewster, C., & Suutari, V. (2001) - Expatriation: A developing research agenda...................................2
Sims and Schraeder (2005) - Expatriate compensation: An exploratory review of salient contextual
factors and common practices...............................................................................................................3
Bonache (2010)- Expatriation: Traditional criticisms and international
careers: Introducing the special issue
There are different reasons why and when organizations use expatriates, the article sums 4
reasons why:
1. The level of international expansion
2. Cultural and institutional distance
3. The required capabilities
4. The units’ interdependence
The majority of research on international assignees focuses on specific and isolated activities
(i.e., training, mentoring, compensation), without considering the degree of “internal fit” or
consistency with other HRM activities. Within a firm not everyone receives the same
activities or benefits. This is for instance the case between local employees and expatriates
that are not treated the same, for example in salary. This creates different perceptions by the
employees towards the organization.
Expatriates who are done with their assignment usually go one of two ways; one way is going
back to the home country. In this situation it is not always clear in what position the expatriate
will come back and whether there is a position at all. Second is the option that they will stay
longer abroad and do other international assignments, they begin a global career.
The article states that because of the changes in technology and other fields there become
different types of expatriate jobs. They highlight the following. Apart from the standard
expatriation arrangements, the main ones in use appear to be, in descending order of the time
spent in the foreign country:
Self-initiated expatriates→ people are looking for jobs in other countries without the
help of a company.
Short-term assignments → people are only for a short period away from home,
sometimes just even a couple weeks. Therefore, the compensation is more likely to be
less than for a full expatriate that is away for a longer time.
