The State Administration Database

Cury, Samia Lababde; Olsen, Thor Robert Groven (2010):

Managing the expatriation cycle : ideals and realities : a case study of the Norwegian mncs Jotun and Statoil

SNF

Please note: This page may contain data in Norwegian that is not translated to English.

Type of publication:

Rapport

Link to publication:

https://openaccess.nhh.no/nhh-xmlui/bitstream/handle/11250/168841/Cury%20og%20Olsen%202010.pdf?sequence=1&isAllowed=y

Link to review:

https://openaccess.nhh.no/nhh-xmlui/handle/11250/168841

Number of pages:

112

ISBN:

978-82-491-0702-5; 978-82-491-0701-8

ISSN:

0803-4036

Language of publication:

Engelsk

Country of publication:

Norge

NSD-reference:

5351

This page was last updated:

2/8 2024

State units related to this publication:

Summary:

Expatriation represents considerable costs for multinational companies (MNCs) today. But they also represent a source of multiple benefits. These benefits are, however, highly intangible and to measure to what extent they are realised is a difficult exercise. One way to ensure that companies extract as most benefits as possible from their expatriation processes is to manage an efficient and effective set of HRM practices.
Academics have suggested a number of techniques that aim at assuring the adaptation of best HRM practices. These are what we call “the ideals”. But do MNCs today follow the recommendations of the scholars? This thesis analyses “the realities” of the HRM practices in two Norwegian MNCs, Jotun and Statoil. The analysis is followed by a discussion about whether it matters if the observed reality deviates from the academic ideals, and what MNCs can do to be closer aligned to academic best practise.
When analysing the HRM practises at the different stages of the expatriation cycle, deviance from the ideals are observed on a number of areas. Four key issues are identified to have particularly strong implications for performance. Firstly, relatively small resources are given to spousal support, such as job hunting services, during the assignment. Secondly, there is reportedly an insufficient degree of expatriate follow-ups by HR. Thirdly, the performance management systems are not appropriate for measuring expatriate performance. Fourthly, there is an unstructured and ad-hoc driven approach towards repatriation.
It is suggested that the MNCs studied can improve the way they manage their expatriates by adopting academic ideals on six distinct areas: The recruitment process, expatriate and family support, communication between HQ and subsidiary, performance management, the repatriation process and the knowledge transfer upon repatriation.