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PurposeThe purpose of this paper is to examine the self‐initiated repatriation experience of native professionals as they return to the labour market in the Republic of Ireland of their own volition and without the support of an employer.Design/methodology/approachA mixed methodology was employed to gather the data. In total, 40 responses were received from an initial open solicitation calling for research participants. Following a short survey receiving 34 responses, individuals who had returned without the aid of an employer to the Republic of Ireland and were willing to participate in further research were invited to participate in either a focus group discussion or in‐depth individual interviews. Ultimately, there were seven participants in the focus group and eleven individual in‐depth interviews.FindingsThe study found that the experiences of those in this study returning of their own volition and those of the more traditional repatriate do not seem to differ significantly across the facets of adjustment relating to adjustment in the general home country environment and adjustment to home country nationals, although subtle variations may be found. The main differences may be found when one investigates the facet of adjustment to work. Given that those returning of their own initiative are not returning to a position within a parent company, they must seek out their own employment. This adds a further source of stress and upheaval to an already difficult repatriation process.Research limitations/implicationsThis is an exploratory study and hence requires further empirical verification. Nonetheless the study provides some useful signposts for future study in the area.Originality/valueThis research is unique in that it bridges a significant lacuna in the existing international human resource management literature by concentrating on the self‐initiated repatriation experience (SRE). This research is all the more important given that increasing numbers of individuals have returned to Ireland to seek work at their own discretion with the advent of the Celtic Tiger.

Despite over three decades of debate around the nature of human resource management (HRM), its intellectual boundaries and its application in practice, the field continues to be dogged by a number of theoretical and practical limitations. Written by an international team of respected scholars, this updated textbook adopts a critical perspective to examine the core management function of HRM in all its complexity -- including its darker sides. Human Resource Management: A Critical Approach opens with a critique of the very concept of HRM, tracing its development over time, and then systematically analyses the context of HRM, practice of HRM and international perspectives on HRM. New chapters commissioned for this second edition look at HRM and the issues of diversity, migration, global supply chains and economic crisis. This textbook is essential reading for advanced and inquisitive students of HRM, and for HRM professionals looking to deepen their understanding of the complexities of their field.

The Oxford Handbook of Talent Management' offers academic researchers, advanced postgraduate students, and reflective practitioners a state-of-the-art overview of the key themes, topics, and debates in talent management. 00The Handbook is designed with a multi-disciplinary perspective in mind and draws upon perspectives from, 'inter alia', human resource management, psychology, and strategy to chart the topography of the area of talent management and to establish the base of knowledge in the field. Furthermore, each chapter concludes by identifying key gaps in our understanding of the area of focus. 00The Handbook is ambitious in its scope, with 28 chapters structured around five sections. These include the context of talent management, talent and performance, talent teams and networks, managing talent flows, and contemporary issues in talent management. Each chapter is written by a leading international scholar in the area and thus the volume represents the authoritative reference for anyone working in the area of talent management

This paper emphasizes the socialand political dimensions of subsidiary influence in strate-gically repositioning the subsidiary's mandate. The spe-cific skills subsidiary actors deploy in attempting toinfluence corporate headquarters have largely beenneglected in existing literature. Drawing from a micro-political perspective, we provide a more nuanced, fine-grained understanding of subsidiary influence by illumi-nating how influence is augmented and enriched throughthe concomitant effects of subsidiary actors' social andpolitical skills. Using a multiple case study analysis anddrawing on qualitative interviews, we illustrate how sub-sidiary actors' social skills are used to continuously create,maintain, and develop spaces of social engagement withcorporate decision makers, whereas political skill involvesthe ability to leverage social spaces by developing specificinfluence tactics such as targeting, showcasing, andframing.

Research summary This paper emphasises the social and political dimensions of subsidiary influence in strategically repositioning the subsidiary's mandate. The specific skills subsidiary actors deploy in attempting to influence corporate headquarters have largely been neglected in existing literature. Drawing from a micro-political perspective, we provide a more nuanced, fine-grained understanding of subsidiary influence by illuminating how influence is augmented and enriched through the concomitant effects of subsidiary actors' social and political skills. Using a multiple case study analysis, drawing on qualitative interviews, we illustrate how subsidiary actors' social skills are used to continuously create, maintain and develop spaces of social engagement with corporate decision makers, whereas political skill involves the ability to leverage social spaces by developing specific influence tactics such as targeting, showcasing and framing. Managerial summary Subsidiaries of multinational companies play an increasingly dominant role in the global business environment. The role of the individual subsidiary actor in influencing corporate management is crucial to the development of the subsidiary mandate. Despite this, very little is known about the micro-level skills that individual subsidiary actors draw upon to influence the development of their mandates. This paper explores how subsidiary actors channel key social and political skills in strategically repositioning their mandates within the multinational enterprise. We find that subsidiary actors may use their social skill to establish increased interaction and communication with key corporate decision makers, whereas political skill is used to develop a variety of influence tactics.

Increased research focus on the networked perspective of the MNE reflects a greater delegation of responsibility from corporate headquarters (CHQ) to subsidiary and intermediary units such as regional headquarters (RHQ). This shift has increased the intensity of political interactions between key actors within the MNE. Despite the recent rise in studies on the micro-political perspective of the MNE, to date little empirical work has explored this issue in the context of the CHQ-RHQ relationship. Drawing insights from agency theory and micro-politics, we focus on the context in which RHQs develop micro-political strategies in order to manage the flow and exchange of knowledge with CHQ. We show how RHQ may exhibit a 'dual agency' role when dealing with CHQ, in that it is characterised as a principal and agent, each requiring different micro-political knowledge strategies. As a principal, RHQ will develop micro-political knowledge strategies to increase alignment with CHQ. As an agent, RHQ develops micro-political knowledge strategies to pursue its own self-interests. Having identified different RHQ agency roles, we develop a conceptual model that outlines how alignment and self-interest seeking behaviours from RHQ manifest through different micro-political knowledge strategies in its agency relationship with CHQ.

The increased research focus on the networked perspective of the multinational enterprise (MNE) reflects a greater delegation of responsibility from corporate headquarters(CHQ) to subsidiary and intermediary units such as regional headquarters (RHQ). This shift has increased the intensity of political interactions between key actors within the MNE. Despite the recent rise in studies on the micro-political perspective of the MNE to date, little empirical work has explored this issue in t he context of the CHQ–RHQ relationship. Drawing insights from agency theory and micro-politics, the authors focus on the context in which RHQs develop micro-political strategies in order to manage the flow and exchange of knowledge with CHQ. They show how RHQ may exhibit a 'dual agency'role when dealing with CHQ, in that it is characterized as a principal and agent, each requiring different micro-political knowledge strategies. As a principal, RHQ will develop micro-political knowledge strategies to increase alignment with CHQ. As an agent, RHQ develops micro-political knowledge strategies to pursue its self-interests. Having identified different RHQ agency roles, the authors develop a conceptual model that outlines how alignment and self-interest-seeking behaviours from RHQ are manifest through different micro-political knowledge strategies in its agency relationship w ith CHQ.

"International human resource management (IHRM) is a key area of research in the sphere of international business and management. Described as a field in its infancy in the 1980s, IHRM has quickly advanced through adolescence and into maturity. Today, it is a vibrant and diverse discipline which boasts a large and active body of researchers across the globe. This volume examines cutting-edge themes, with the input of contributions from both established and emerging scholars. The Routledge Companion to International Human Resource Management gives a state-of-the-art overview of the key themes, topics and debates in the discipline, with valuable insights into directions for future research. Drawing on a large and respected international contributor base and with its focus on mature and emerging markets, this book is an essential resource for researchers, students and IHRM professionals alike"--

Temporal focus on past, present, and future of contributions to work is critical to understanding how employees and their line managers navigate career disruptions and minimize their potential for negative impact. This paper reframes temporal focus using a dyadic, relational perspective to explore how temporal focus (in)congruence shapes resocialization experiences for returners and their line managers following maternity leave disruption. Our qualitative study draws on 54 interviews across 27 organizations and demonstrates that a congruent, broader temporal focus—that embraces the past, present, and future—is associated with more positive relational and career outcomes than an incongruent focus, where one dyadic partner holds a narrow temporal focus. Our findings explicate how the adoption of a broad versus narrow temporal focus creates a perception of maternity leave as either a brief interlude or a major disruption. A congruent, broader temporal focus allows returners and their line managers to reduce their reliance on typical motherhood biases and instead, consider the woman's past, present, and potential future contributions over the course of her career. We highlight the importance of temporal focus congruence at a dyadic level and the value of adopting a broader temporal focus on careers while offering new insights regarding the temporal dynamics inherent to maternity leave transitions for both returners and their managers.