Purpose – To explore self‐directed expatriates' relationships with their home and host countries by drawing on an existing model of expatriate managers' allegiance to home and host organizations. Design/methodology/approach – Using a qualitative methodology and thematic analysis, the study draws on interviews with 30 expatriate academics in four countries. Specifically, the paper draws on Black and Gregersen's model of allegiance to home and host organizations to explore the different dimensions and the strength and weakness of those relationships. Findings – The findings suggest that, while the model of allegiance presents a useful starting‐point, further modifications are required in order to cater for the complexity and dynamism of relationships with home and host countries. Research limitations/implications – Whereas the paper focuses on UK expatriates, it may be that other nationals may experience different relationships with their home and host countries. Moreover, it may be useful to explore the relationships of other self‐directed expatriates such as managers and corporate executives, or medical personnel. Originality/value – The specific value of the paper is that it explores a hitherto under‐researched theme and provides an insight into the identified dimensions of self‐directed expatriates' relationships with their home and host countries.
Cross Cultural Management: An International Journal – Emerald Publishing
Published: Jan 1, 2006
Keywords: Expatriates; Academic staff; Personal needs; Management styles