A configurational perspective of international mobility

The proliferation of research into alternative forms of international mobility is challenging the singular focus on expatriation as a human resources strategy. The need to move beyond expatriation must be answered by a move beyond the geographical determinism that has narrowed the IHRM field in the first place. An MNC workforce must be conceptualised as a holistic taxonomy that accommodates a variety of employment structures and HR practices. This study develops and empirically tests a new taxonomy of an MNC workforce using a single case study of an MNC within the Asia Pacific region. Two primary constructs of strategic mobility and identity orientation replace ethnocentric constraints. The key results indicate that four distinct groups of employees exist within an MNC. These employees differed along the constructs of strategic mobility and identity. HR policies designed to help were negatively perceived by employees. A lack of organisational support reinforced negative experiences of employees identifying with their unit level. Further testing of the taxonomy across multiple cases is recommended.