El proceso de repatriación de los trabajadores expatriados. Un análisis cualitativo del modelo de Black, Gregersen y Mendenhall (1992)

  1. Sánchez Vidal, María Eugenia
  2. Sanz Valle, Raquel
  3. Barba Aragón, María Isabel
Aldizkaria:
Boletín de estudios económicos

ISSN: 0006-6249

Argitalpen urtea: 2005

Alea: 60

Zenbakia: 185

Orrialdeak: 287-306

Mota: Artikulua

DIALNET GOOGLE SCHOLAR

Beste argitalpen batzuk: Boletín de estudios económicos

Laburpena

In recent years International Human Resource Management (IHRM) has taken on great importance as a consequence of the growing number of businesses operating on a global scale. One of the matters most examined in this field is how to manage expatriate workers. However, little empirical research has focused on the repatriation process, despite its importance for the company considering the relatively high costs associated with its failure. Attention is directed toward repatriation adjustment in this work, and repatriation of a group of Spanish workers is analysed using the case study methodology. The most relevant theoretical repatriation model followed as reference is that of Black, Gregersen and Mendenhall (1992).

Erreferentzia bibliografikoak

  • ADLER, N.J. (1981): “Re-entry: managing cross-cultural transitions”, Group & Organization Studies, September, vol. 6, nº3, pp. 341-356.
  • BLACK, J.S. (1991): “Coming home: the relationship of expatriate expectations with repatriation adjustment and job performance”, Academy of Managament Proceedings, pp. 95-100.
  • BLACK, J.S. (1992): “Coming home: the relationship of expatriate expectations with repatriation adjustment and job performance”, Human Relations, vol. 45, nº2, pp. 177-192.
  • BLACK, J.S. (1994): “O Kaerinasai: Factors related to Japanese repatriation adjustment”, Human Relations, vol. 47, nº12, pp. 1489-1508.
  • BLACK, J.S. y GREGERSEN, H. B. (1991): “When yankee comes home: factors related to expatriate and spouse repatriation adjustment”, Journal of International Business Studies, vol. 22, nº4, pp. 671-698.
  • BLACK, J.S.; GREGERSEN, H.B. y MENDENHALL, M.E. (1992a): “Toward a theoretical framework of repatriation adjustment”, Journal of International Business Studies, Forth quarter, vol. 23, nº4, pp. 737-761.
  • BONACHE, J.; BREWSTER, C. y SUUTARI, V. (2001): “Expatriation: a developing research agenda”, Thunderbird International Business Review, vol. 43, nº1, pp. 3-20.
  • BONACHE, J. y PLA, J. (2002): “La selección de directivos en las multinacionales: un análisis desde la lógica de la teoría de la internacionalización”, Cuadernos de Economía y Dirección de la Empresa, Mayo-Agosto, pp. 337-353.
  • BREWSTER, C. y SCULLION, H. (1997): “A review and agenda for expatriate HRM”, Human Resource Management Journal, vol. 7, nº3, pp. 32-42.
  • DARKE, P.; SHANKS, G. y BROADBENT, M. (1998): “Successfully completing case study research: combining rigour, relevance and pragmatism”, Information Systems Journal, vol. 8, pp. 273-289.
  • FORSTER, N. (1994): “The forgotten employees? The experiences of expatriate staff returning to the UK”, The International Journal of Human Resource Management, May, vol. 5, nº2, pp. 405-425.
  • GREGERSEN, H.B. y STROH, L.K. (1997): “Coming home to the artic cold: antecedents to finish expatriate and spouse repatriation adjustment”, Personnel Psychology, Autumn, vol. 50, nº3, pp. 635, 655.
  • HAMMER, M.; HART, W. y ROGAN, R. (1998): “Can you go home again? An analysis of the repatriation of corporate managers and spouses”, Management International Review, vol. 38, nº1, pp. 67-86.
  • HAYGROUP, SAP (2001): Factbook recursos humanos, Aranzadi & Thompson, Navarra.
  • JONHSTON, J. (1991): “An empirical study of the repatriation of managers in UK multinationals”, Human Resource Management Journal, vol. 1, nº2, pp. 102-108.
  • LAZAROVA, M. y CALIGIURI, P. (2001): “Retaining repatriates: the role of organizational support practices”, Journal of World Business, Winter, vol. 36, nº4, pp389-402.
  • LINEHAD, M. y SCULLION, H. (2002): “Repatriation of European female corporate executives: an empirical study”, International Journal of Human Resource Management, March, vol. 13, nº2, pp. 254-267.
  • PELTONEN, T. (1997): “Facing rankings from the past: a tournament perspective on repatriate career mobility”, The International Journal of Human Resource Management, vol. 8, nº1, pp. 107-123.
  • PÉREZ, W. (1999): “El estudio de casos”, en Sarabia, F.J. (1999), Metodología para la investigación en marketing y dirección de empresas, Pirámide, Fuenlabrada, Madrid, capítulo 5.
  • SCHULER, R.; BUDHWAR, P. y FLOROWSKI, G. (2002): “International human resource management: review and critique”, International Journal of Management Reviews, March, vol. 4, nº1, pp. 41-71.
  • SCULLION, H. (1994): “Staffing policies and strategic control in British multinationals”, International Studies of Management & Organization, Fall, vol. 24, nº3, pp. 86-105.
  • STEWART, R. (1982): “A model for understanding managerial jobs and behavior”, Academy of Management Review, vol. 7, nº1, pp. 7-13.
  • STROH, L.K.; GREGERSEN, H.B. y BLACK, S. (2000): “Triumphs and tragedies: expectations and commitments upon repatriation”, International Journal of Human Resource Management, August, vol. 11, nº4, pp. 681-697.
  • SUUTARI, V.; BREWSTER, C. (2003): “Repatriation: empirical evidence from a longitudinal study of careers and expectations among Finish expatriates”, International Journal of Human Resource Management, November, vol. 14, n. 7, pp. 1132-1151.
  • TUNG, R.L. (1988): “Career issues in international assignments”, The Academy of Management Executive, vol. 11, nº3, pp. 241-244.
  • WELCH, D. (1994): “Determinants of international human resource management approaches and activities: a suggested framework”, Journal of Management Studies, March, vol. 31, nº2, pp. 139-165.
Datuen iturria: Dialnet