Interpreting dual career couples' family life-cycles: Identifying strategic windows of global career opportunity

Michael Harvey, Nancy Napier, Miriam Moeller

Research output: Contribution to journalArticleResearchpeer-review

Abstract

As expatriate managers continue to be a viable means for exercising control over foreign operations, they can have a direct impact on organizational performance, and therefore a delineation of the history of these key leaders in order to enhance our understanding of their continued significant impact is a laudable goal. The paper discusses each stage of the human resource management process, beginning with the identification and concluding with the repatriation stage of expatriate managers. Each stage is discussed in terms of the successes as well as problems/failures associated with the individual, organizational, environmental and systemic unit in mind. The paper concludes with future implications emphasizing the necessity to create new and/or enhance current practices relating to the development of expatriate managers' maximum global impact depending on the evolving nature of the globalization of business.
Original languageEnglish
Pages (from-to)14-35
Number of pages22
JournalResearch and Practice in Human Resource Management
Volume17
Issue number2
Publication statusPublished - 2009

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Family life cycle
Dual-career couples
Expatriate managers
Repatriation
Organizational performance
Globalization
Management process
Human resource management

Cite this

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Interpreting dual career couples' family life-cycles: Identifying strategic windows of global career opportunity. / Harvey, Michael; Napier, Nancy; Moeller, Miriam.

In: Research and Practice in Human Resource Management, Vol. 17, No. 2, 2009, p. 14-35.

Research output: Contribution to journalArticleResearchpeer-review

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AU - Harvey, Michael

AU - Napier, Nancy

AU - Moeller, Miriam

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AB - As expatriate managers continue to be a viable means for exercising control over foreign operations, they can have a direct impact on organizational performance, and therefore a delineation of the history of these key leaders in order to enhance our understanding of their continued significant impact is a laudable goal. The paper discusses each stage of the human resource management process, beginning with the identification and concluding with the repatriation stage of expatriate managers. Each stage is discussed in terms of the successes as well as problems/failures associated with the individual, organizational, environmental and systemic unit in mind. The paper concludes with future implications emphasizing the necessity to create new and/or enhance current practices relating to the development of expatriate managers' maximum global impact depending on the evolving nature of the globalization of business.

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JO - Research and Practice in Human Resource Management

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