MA. KAYE GELIZABETH C.

DAULO PA 251
MPA - 1 December 3, 2022

REACTION PAPER
My chosen topic to discuss in this paper is the Management of (Business)
Expatriates by McNulty and Brewster. Honestly, this is my first time to encounter
papers related to Expatriates. The first thing that entered on my mind when I read
Expatriate is somewhat related to overseas workers. But as I go through and
searched some definitions and related literatures about expatriates, they are
definitely different.
Expatriate, as defined by Oxford, is a person who lives outside their native
country. In today’s jargon, the term often refers to educated professionals, skilled
workers, or artists taking positions outside their home country, either independently
or sent abroad by their employers.
Multinational enterprises uses business expatriates for international mobility to
enhance coordination and control across national borders that brings advantage to
global communication across their organizations. Business expatriates perform
crucial functions especially in managerial roles because a company does not just
send them long distances to do menial work. They provide a great proving ground
that can be used in a larger part of the operation of the company back home or their
headquarters.
Apparently, one of the challenges faced by companies is the expensive cost
of employing business expatriates. And that is why some company researchers lead
to questions such as, Are expatriates, and expatriate assignments, good value for
money? What purpose does expatriation may serve? Does expatriates add real
value to organizations?
In my own opinion, it is beneficial to companies or organizations to employ
and use business expatriates even if it is costly because it is a 2-way return of
investment. Once the business expat knows their purpose in their assignment,
he/she will be able to focus on the right objectives in the right measure thus gaining
new knowledge and skills in terms of professional development and leadership
capabilities, then it will emanate overtime to the corporate gains and success of the
companies or organizations, making business expats worthwhile. Moreover, the
more capable and sufficient the business expatriate would mean higher international
sales turnout and future business expansion for the next years.
This will only transpire as long as proper management of business expatriates
are being observed and practiced. According to Harvard Business Review, they
found out that companies that manage their expats effectively follow 3 general
practices as follows: (1) When making international assignments, they focus on
knowledge creation and global leadership development, (2) They assign overseas
posts to people whose technical skills are matched or exceeded by their cross-
cultural abilities, and (3) They end expatriate assignments with a deliberate
repatriation process. These practices not only reinforce one another, but they also
cover the entire expat experience, from assignment to return home.
Companies with foreign operations will always face unexpected crises from
time to time. But the companies that reap the most from sending their people abroad
recognize that international assignments can’t just be about sending in the medics.
They must also be about ensuring the organization’s health over the long term.
MA. KAYE GELIZABETH C. DAULO PA 251
MPA - 1 December 3, 2022

In conclusion, expatriation nonetheless remains one of the most powerful

employee developmental tools available to mutinational enterprises. Sustained
global growth rests on the shoulders of key individuals, particularly those with
international experience. Therefore, investing in executive development of
international assignments or business expatriates are clearly to give companies
global market financially successful today.
MA. KAYE GELIZABETH C. DAULO PA 251
MPA - 1 December 3, 2022

REFERENCES

McNulty, Y., & Brewster, C. (2017). Theorising the meaning(s) of ‘expatriate’:

Establishing boundary conditions for business expatriates. International Journal of
Human Resource Management, 28(1), 27–61.

Black, J., & Gregersen, H. (1999). The Right Way to Manage Expats. Harvard
Business Review Analytic Services.

Sammartino, André & Nicholas, Stephen & O'Flynn, Janine. (2001). Expatriate
Management - A Business Model for Diversity Management.
10.13140/RG.2.1.2506.8565.

McNulty, Y., & De Cieri, H. (2016). Linking global mobility and global talent
management: The role of ROI. Employee Relations, 38(1), 8–30

Selmer, J. (2019), "What is expatriate management?", Journal of Global Mobility,

Vol. 7 No. 3, pp. 237-238. https://doi.org/10.1108/JGM-09-2019-073

Varma, A., Wang, C., & Budhwar, P. (2020). Performance Management for
Expatriates. In J. Bonache, C. Brewster, & F. Froese (Eds.), Global Mobility and the
Management of Expatriates (Cambridge Companions to Management, pp. 80-99).
Cambridge: Cambridge University Press. doi:10.1017/9781108679220.004