Analysis of the International 1

Running head: ANALYSIS OF INTERNATIONAL ASSIGNMENTS AND THE CAREER

Analysis of the

International Assignments and the Career Management of Repatriates:

The Boundaryless Career Concept

By

Nicholas J. Beutell & Ursula Wittig-Berman

International Journal of Management

Volume 26, No.1, April 2009

Joffre J. Miller

Wayland Baptist University

October 21, 2009

 Analysis of the International 2

Abstract

This paper provides a review of International Assignments and the Career Management

of Repatriates: The Boundaryless Career Concept, by Nicholas J. Beutell & Ursula Wittig-

Berman, who are full-time Management Faculty members at Iona College in New Rochelle, NY.

The article was originally published in the International Journal of Management, Volume 26,

Issue 1, pp. 77-88, in April 2009. The author’s purpose was to provide a review of recent

literature concerning the repatriation of international employees, along with an exhaustive review

of research consisting of past recommendations of HR professionals. Beutell & Wittig-Berman

(2009) acknowledged many improvements made in repatriation processes and models, however,

they also provided many examples of challenges that international employees still face working

in foreign countries, and the affects both positive and negative on international business.

Although Doctors Wittig-Berman and Beutell do not provide any additional research findings of

their own, they conclude by providing a list of recommended potential future research areas. This

paper provides an assessment of Wittig-Berman and Beutell’s article as compared to other

academic and applied research.

 Analysis of the International 3

Overview

The purpose of this paper is to evaluate the article, International Assignments and the

Career Management of Repatriates: The Boundaryless Career Concept, by Nicholas J. Beutell &

Ursula Wittig-Berman. The authors have provided a review of recent literature on the importance

of repatriation issues and the implications of international staffing when these processes are

unsuccessful. They also reviewed the impact on global business when repatriation processes and

related support systems have failed. Beutell & Wittig-Berman asserted that despite the

considerable amount of literature published on this subject, little progress has been made (2009).

Finally, the authors have evaluated the

…Global staffing strategies of corporations and the implications of these strategies

for a new perspective on career management on a global scale. In particular, recent

thinking on global careers and offer[ed] directions for future research on the

management of global employees (Beutell & Wittig-Berman, 2009, p.78).

Beutell & Wittig-Berman (2009) defined expatriates as employees “who are selected for

international assignments and are relocated to an overseas operation for an extended period of

time…” (p. 77). While Mathis & Jackson (2004) defined an expatriate more specifically as

“…citizen[s] of one country who is working in a second country and employed by an

organization headquartered in the first country” (p. 254). They define a host-country national “as

a citizen of one country and employed by an organization headquartered in a second country”

(Mathis & Jackson, 2006, p. 254). Finally, Mathis & Jackson define a third country national as

“a citizen of one country who is working in a second country and employed by the organization

headquartered in a third country” (Mathis & Jackson, 2006, p. 254). Although Beutell & Wittig-

Berman (2009) referred to all three of these categories of employees, they failed to define their
 Analysis of the International 4

distinction.

Beutell & Wittig-Berman (2009) asserted that the repatriation process has been widely

addressed in literature. As previously stated, although they contended that improvements have

been made, extensive problems still exist. Beutell & Wittig-Berman (2009) have cited that a

sizeable body of research has been conducted addressing these special challenges, including: (1)

the employee’s adjustment to culture; (2) the failure rate of expatriates; and, (3) the problems of

recruitment, selection, and retention.

Beutell & Wittig-Berman discovered that a “Reduced reliance on the ‘classical’

expatriation model in favor of alternative international assignment strategies has been a tactic to

achieve…[success]” (2009, p. 85). However, Beutell & Wittig-Berman failed to define what the

“classical” expatriation model entails (2009). Some solutions to the challenges highlighted by

Beutell & Wittig-Berman entail exercising simple avoidance of international assignments all

together, opting to use local recruiting or third-country nationals, flexible and short-term

assignments and commuting (2009). Beutell & Wittig-Berman asserted that the purpose of

avoidance or using alternative sources is to minimize the negative impact to the employers and

employees by: (1) minimizing family disruption; (2) lessoning work stressors; and (3) reducing

costs to the firm (2009). Yet they have contended that the “classical expatriation model” is still

considered the most advantageous for knowledge transfer and maintaining the culture of the

organization (Beutell & Wittig-Berman, 2009). Tyler (2006) offered a similar assertion;

however, she added the advantages of starting up new operations and Leadership development.

With the traditional realm of the international experience and corporate leadership, most

managers have come to believe that their overseas assignment is a career move with the

expectation of being rewarded with a promotion upon return (Beutell & Wittig-Berman, 2009;
 Analysis of the International 5

Tyler, 2006). This has been confirmed by observing the careers of high-ranking corporate

leaders. A Society of Human Resource Management (SHRM) on-line article cited a study by

(Gates, 1996), entitled Managing Expatriates’ Return, which revealed that 87% of companies

surveyed stated that most of their employees are not promoted upon return, at the same time

almost half had discussed the potential of promotion before departing (What Is Done To

Repatriate Emloyees…, 2008). More specifically, Tyler (2006) highlighted a survey by Geodsy

who reported some very sobering statistics: (1) 33% of repatriates are promoted; (2) 58% stay at

the same level they were before they left; (3) and 9% are demoted. Furthermore, only 27% are

guaranteed employment upon return. Meanwhile, at the other end of the spectrum, Beutell &

Wittig-Berman (2009) stated that the percentage of CEOs with international experience

continues to rise, and that the importance of international experience at the executive level has

been continuously cited.

Beutell & Wittig-Berman contended that there is no consistency placed on the importance

of international experience as being a critical management competency for lower level to mid-

level employees. Furthermore, there appears to be a giant lack of communication when it comes

to the employee’s expectations. This lack of communication leads to unrealistic and “unfounded

expectations” (Beutell & Wittig-Berman, 2009, p.79). According to a SHRM on-line article:

This misconception can be avoided by straightforward career planning that should

occur in advance of the employee’s accepting the international assignment.

Employees need to know what impact the expatriate assignment will have on their

overall advancement in the home office and that the international assignment

logically fits in their career path (What Is Done To Repatriate, 2008, ¶ 2).

Other problems noted with the repatriation process include lack of opportunity to
 Analysis of the International 6

utilize newly acquired management skills upon return and as previously stated, poor

career planning. What amazes this learner is that the skills referred to as being under

utilized included strategic thinking, managing people, and decision making; skills that

could be valuable both domestically and internationally. Hitt, Hoskisson, & Ireland

(2008) concluded that an organization is incapable of having a vision and mission

without strategic thinking (the dream). Judge & Robbins (2008) bluntly asserted that

without decision-making and sound people skills, managers would simply fail. However,

surprisingly, whether due to apathy or disengagement, most employers still do not know

how to transfer specific knowledge back to the home office and utilize it appropriately

(Beutell & Wittig-Berman, 2009).

Alternative successful strategies for more mature firms have included hiring local

talent or foreign nationals. This typically involves utilizing the expatriate at first, to help

setup operations and establish training systems for local employees and at the same time,

developing leaders to take over their role after they leave. According to Beutell & Wittig-

Berman (2009), Wal-Mart has reported great success with this strategy and firmly

supports the development and promotion of local talent. In China overall, over 70 percent

of top management positions are held by local talent.

Conclusion

Ursula Nicholas J. Beutell and Wittig-Berman’s article provided a good overview

of the challenges associated with repatriation and some insight on the implications of

international staffing practices in the management of global workers. They acknowledge

that international staffing practices have made significant contributions to shaping
international business and the global workforce. However, most of the focus centers on
the challenges of the lack of job opportunities, and the significant amount of employees
 Analysis of the International 7

that are faced with little to no opportunities upon return. Finally, Beutell & Wittig-

Berman provided a brief list of additional research topics that they feel should be focused

on in the future in order to improve international assignments and the career management

of repatriates (2009). Some of the areas included:

(1) Problems afflicting repatriation and the nature of the global career domain.

(2) The need for a better understanding of the flexible staffing options in organizations,

and their implications for career path opportunities.

(3) Global skills assessments. Specifically, “what are the set of skills and competencies

critical for career development?”

(4) Factors that predict whether a repatriate will consider additional global assignments.

(5) Characteristics of the work environment that can contribute to a consistent and better

evaluation of the international experience.

This learner feels that although some of Beutell & Wittig-Berman’s suggestions for

additional research may offer some contributions to HR working for international firms; the

Society of Human Resource Management has already provided the more practical answers in

applied research. For instance, (Tyler, 2006) asserted that the horror stories can be stopped with

early HR intervention utilizing sound programs in the process. Most of the work she suggests

starts before the employee even departs for his or her assignment. Specifically,

(1) Identify clear realistic expectations about post-assignment opportunities;

(2) Provide a formal selection process;

(3) Complete post-assignment career planning before the employee departs;

(4) Provide the employee mentoring from senior executive and other expatriates;

(5) Maintain strong communication with the employee;

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(6) Require expatriates to take advantage of home leave;

(7) Keep expatriates in the succession process;

(8) Build loyalty and ensure that the employee has repatriation support and assistance;

and

(9) Devise a two-year tracking system for evaluation of repatriates after their return. This

system would include turn over and promotion rates.

Overall, it is abundantly clear that International firms will continue to be faced with

enormous challenges involved in competing in the global environment. It is imperative that

academic and applied research focus not only on reporting facts; also that they track trends and

best practices in order to provide sound tools for HR professionals. It is also clear that HR has an

opportunity to make both strategic and tactical contributions to International firms, having a

positive outcome in growth and profitability.

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References

Beutell, N. J., & Wittig-Berman, U. (2009. International assignments and the career management

of repatriates: The boundaryless career concept. International Journal of

Management,26(1), 77-88

Hitt, M. A., Hoskisson, R. E., & Ireland, R. D. (2008). Strategic Management: Competitiveness

and Globalization, Concepts and Cases (Strategic Management: Competitiveness and

Globalization). Mason, OH: South-Western College Pub.

Judge, T., & Robbins, S. P. (2008). Organizational Behavior (13th Edition). Alexandria, VA:

Prentice Hall.

Mathis, R. L., & Jackson, J. H. (2004). Human Resource Management (with InfoTrac ) (11th

ed.). New York: South-Western College Pub

Tyler, K. (2006, March 1). Pre-assignment planning, ongoing communication and mentoring

help retain valuable repatriates. HR Magazine, 51, 97-102.

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What is done to repatriate an employee who is returning from an assignment abroad? . (2008,

February 25). Retrieved October 18, 2009, from

http://www.shrm.org/TemplatesTools/hrqa/Pages/Whatisdonetorepatriateanemployeewho

isreturningfromanassignmentabroad.aspx

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Article Reviewed