Running head: EMPLOYMENT ABROAD 1

International Employment

Keanu Ventura

Dr. Janice Robinson

23rd September 2020

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1. “What is flexpatriation?”

Flexpatriation is a form of expatriation practice. Unlike the standard expatriation practice

however, flexpatriates undertake in constant international business trips but never relocate to the

international locations toured (Reis & Baruch, 2013). Flexpatriation is characterized by flexible

work environments, occasional change of time zones and frequent adjustment to co- workers and

social relationships (Reiche, 2020). Flexpatriates are often forced to leave behind family

members to engage in short assignments on behalf of their organizations’ in foreign markets

often on short notice. Research on this area identifies disruption of normal family life as one of

the major challenges faced by flexpatriates. It is therefore difficult for flexpatriates to equally

balance work and social life. Nonetheless, flexpatriates are an important asset to organizations

with subsidiaries in the foreign market because they enhance exchange of knowledge between

global units and/ or maintain effective organizational networks amongst these units (Reis &

Baruch, 2013).

2. What are the advantages and disadvantages of this type of employment arrangement both

from an employee and an employer’s perspective?

Employer’s consider flexpatriation beneficial because it helps the organization realize its

internationalization goals without the relatively high cost associated with the classical

expatriation practice (Reis & Baruch, 2013). Flexpatriation is accordingly considered

advantageous by employers because it helps in maintaining global networks and enhances

effective exchange of knowledge between parent companies and subsidiaries in the foreign

market. Disadvantages of this type of arrangement in the employer’s perspective stem from the
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lack thereof of human resource involvement with these employees because of the nature of their

work. The role of human resource manager’s and/or department voice in this type of

employment arrangement seems silent (Reiche, 2020). This is largely attributed to the nature of

flepatriates work which sees them work in flexible work environments. Determining how to

handle any issues needing the immediate response of human resource managers may therefore be

difficult and may cause a strife in the smooth operation of organization’s procedures (Reiche,

2020). In the employees’ perspective, this type of arrangement is advantageous because it

enhances employees’ knowledge base, the arrangement accordingly helps them to develop global

networks and materially enhances employees’ marketability. On the downside, flexpatriation is

short of most benefits associated with expatriation. The practice diverges from the standard

expatriation practice in terms of financial packages, flexpatriates are often given remuneration

somewhat similar to what domestic workers get. Other challenges include disruption of social

relationships particularly family life, little to no preparation when touring the foreign market,

difficulty in balancing work and social aspects of life and the nature of work is often demanding

(Reiche, 2020).

3. What is an “inpatriate?”

An inpatriate is a foreign professional who is transferred and/or recruited by a multi- national

corporation to work at its headquarters (Froese, Kim & Eng, 2016). Inpatriates are often required

to stay at these headquarters for a specific period of time and are then sent back to their own

country to undertake managerial roles and communicate corporate objectives and values (Froese,

Kim & Eng, 2016). They are therefore an important asset to multi- national corporations because

they facilitate the transfer of knowledge and information from headquarters to subsidiaries found

in foreign markets and accordingly act as translators of corporate culture (Froese, Kim & Eng,
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2016). Inpatriation practice is therefore used by multi- national corporations as a viable method

of effectively controlling subsidiaries in foreign markets.

4. What are their roles in multi-national corporations?

The roles of inpatriates in multi- national corporations are vast. Other than acting as

boundary spanners and translators of corporate culture in subsidiaries located in foreign markets,

they infuse their knowledge, skills and expertise of international management techniques in

subsidiaries where they sent back to act as managers (Froese, Kim & Eng, 2016). They also

facilitate the development of trust between the parent company and its subsidiaries and enhance

commitment to organizations’ values and objectives (Froese, Kim & Eng, 2016). Owing to

identified benefits, inpatriation can help multi- national corporations in filling talent- gaps and to

effectively control subsidiaries. The practice is accordingly beneficial to multi- national

corporations because it drives growth in subsidiaries by directing their attention towards

mechanisms for effective functioning and learning about ways to best achieve success.

5. What is cultural intelligence and why is it important in the workplace, especially in

employment abroad?

(Maclachlan, 2020) defines cultural intelligence as the ability to effectively interaction with

persons from multiple cultural background on both professional and social levels. Cultural

intelligence enables those working in foreign countries to understand their own culture and

recognize cultural differences in their own culture and other peoples’ culture which then helps to

effectively adapt to new attitudes and behaviors when working with different cultural groups

(Maclachlan, 2020). A high level of cultural intelligence helps those working across cultures to

understand why people from different cultural groups act the way they do, their expectations
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which can then help them to consider using communication and working styles that are specific

and more effective for a particular cultural group (Maclachlan, 2020). For international

managers, higher degree of cultural intelligence facilitates creation of highly positive work

environments achieved by understanding and using suitable control techniques in a particular

work environment and particular groups of people.

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References

Froese, F., Kim, K., & Eng, A. (2016). Language, Cultural Intelligence, and Inpatriate Turnover

Intentions: Leveraging Values in Multinational Corporations through

Inpatriates. Management International Review, 56(2), 283-301. doi: 10.1007/s11575-015-

0272-5

Maclachlan, M. (2020). Cultural Intelligence: A Necessity for Working Effectively across

Cultures. Retrieved 22 September 2020, from https://www.communicaid.com/cross-

cultural-training/blog/cultural-intelligence-a-necessity-for-working-effectively-across-

cultures/

Reiche, S. (2020). Not relocated but still away from home? A closer look at flexpatriates |

Expatriates. Retrieved 22 September 2020, from

https://blog.iese.edu/expatriatus/2011/10/13/not-relocated-but-still-away-from-home-a-

closer-look-at-flexpatriates/

Reis, C., & Baruch, Y. (2013). Careers without borders. New York, N.Y.: Routledge.