Globalization and the inward flow of immigrants: Issues associated with the inpatriation of global managers

Michael Harvey, Tim Kiessling, Miriam Moeller

Research output: Contribution to journalArticleResearchpeer-review

8 Citations (Scopus)

Abstract

Assembling a diverse global workforce is becoming a critical dimension in gaining successful global performance. In the past, staffing has focused on control of the multinational organization as the primary goal when staffing overseas positions. As organizations globalize their operations, the goal of staffing is shifting from control to diversity, which in turn will provide the global organization with a means to gain/maintain competitive advantage. This diversity will be accomplished by integrating foreigners into the home country organization (i.e., inpatriation) through a permanent assignment. This article examines the inward flow of inpatriate managers by using social learning theory as a lens to better understand the means to integrate foreign managers into the domestic organization culture. The stages that inpatriate managers will go through (i.e., survival, integration, acculturation, and pluralistic integration) are explored to ascertain how to effectively utilize these global managers.

Original languageEnglish
Pages (from-to)177-194
Number of pages18
JournalHuman Resource Development Quarterly
Volume22
Issue number2
DOIs
Publication statusPublished - Jun 2011

Fingerprint

Managers
Immigrants
Globalization
Inpatriation
Staffing
Competitive advantage
Acculturation
Home country
Workforce
Organization culture
Assignment
Social learning
Multinational organizations
Learning theory
Learning Theory
Competitive Advantage
Foreigners
Social Learning

Cite this

Harvey, Michael ; Kiessling, Tim ; Moeller, Miriam. / Globalization and the inward flow of immigrants : Issues associated with the inpatriation of global managers. In: Human Resource Development Quarterly. 2011 ; Vol. 22, No. 2. pp. 177-194.
@article{999fc63545654bf593920c490db3a7eb,
title = "Globalization and the inward flow of immigrants: Issues associated with the inpatriation of global managers",
abstract = "Assembling a diverse global workforce is becoming a critical dimension in gaining successful global performance. In the past, staffing has focused on control of the multinational organization as the primary goal when staffing overseas positions. As organizations globalize their operations, the goal of staffing is shifting from control to diversity, which in turn will provide the global organization with a means to gain/maintain competitive advantage. This diversity will be accomplished by integrating foreigners into the home country organization (i.e., inpatriation) through a permanent assignment. This article examines the inward flow of inpatriate managers by using social learning theory as a lens to better understand the means to integrate foreign managers into the domestic organization culture. The stages that inpatriate managers will go through (i.e., survival, integration, acculturation, and pluralistic integration) are explored to ascertain how to effectively utilize these global managers.",
author = "Michael Harvey and Tim Kiessling and Miriam Moeller",
year = "2011",
month = "6",
doi = "10.1002/hrdq.20073",
language = "English",
volume = "22",
pages = "177--194",
journal = "Human Resource Development Quarterly",
issn = "1044-8004",
publisher = "John Wiley & Sons",
number = "2",

}

Globalization and the inward flow of immigrants : Issues associated with the inpatriation of global managers. / Harvey, Michael; Kiessling, Tim; Moeller, Miriam.

In: Human Resource Development Quarterly, Vol. 22, No. 2, 06.2011, p. 177-194.

Research output: Contribution to journalArticleResearchpeer-review

TY - JOUR

T1 - Globalization and the inward flow of immigrants

T2 - Issues associated with the inpatriation of global managers

AU - Harvey, Michael

AU - Kiessling, Tim

AU - Moeller, Miriam

PY - 2011/6

Y1 - 2011/6

N2 - Assembling a diverse global workforce is becoming a critical dimension in gaining successful global performance. In the past, staffing has focused on control of the multinational organization as the primary goal when staffing overseas positions. As organizations globalize their operations, the goal of staffing is shifting from control to diversity, which in turn will provide the global organization with a means to gain/maintain competitive advantage. This diversity will be accomplished by integrating foreigners into the home country organization (i.e., inpatriation) through a permanent assignment. This article examines the inward flow of inpatriate managers by using social learning theory as a lens to better understand the means to integrate foreign managers into the domestic organization culture. The stages that inpatriate managers will go through (i.e., survival, integration, acculturation, and pluralistic integration) are explored to ascertain how to effectively utilize these global managers.

AB - Assembling a diverse global workforce is becoming a critical dimension in gaining successful global performance. In the past, staffing has focused on control of the multinational organization as the primary goal when staffing overseas positions. As organizations globalize their operations, the goal of staffing is shifting from control to diversity, which in turn will provide the global organization with a means to gain/maintain competitive advantage. This diversity will be accomplished by integrating foreigners into the home country organization (i.e., inpatriation) through a permanent assignment. This article examines the inward flow of inpatriate managers by using social learning theory as a lens to better understand the means to integrate foreign managers into the domestic organization culture. The stages that inpatriate managers will go through (i.e., survival, integration, acculturation, and pluralistic integration) are explored to ascertain how to effectively utilize these global managers.

UR - http://www.scopus.com/inward/record.url?scp=79959371164&partnerID=8YFLogxK

U2 - 10.1002/hrdq.20073

DO - 10.1002/hrdq.20073

M3 - Article

VL - 22

SP - 177

EP - 194

JO - Human Resource Development Quarterly

JF - Human Resource Development Quarterly

SN - 1044-8004

IS - 2

ER -