given that the typical MNC is a complex structure with many global assignees
serving many different purposes.
While researchers have outlined different categories of global assignments
(Caligiuri, 1998; Hays, 1974; Oddou, 1991), to date recommendations for repa-
triation tend to group all assignments together without regard to the differ-
ences in their strategic purpose. One concern arising from treating all
assignments alike is related to the fact that, in reality, some MNCs do not want
or need allof their assignees back. In some cases, the global competencies
(either present or acquired during the assignment) may be needed only for the
assignment itself – but not upon repatriation. Indeed, some turnover upon
repatriation may very well be strategic – in line with the company’s strategic
objectives and overall human capital needs.
In general, given the differences among various assignments and the diver-
sity in MNCs’ strategic needs for the global assignees’ competencies upon repa-
triation, a strong argument can be made that different assignments should
have different repatriation strategies. Based on analysis of the dimensions of
expatriate performance, Caligiuri (1998) recently developed a typology of
global assignments that can be utilized as a useful foundation for a discussion
of repatriation policies and practices of MNCs. She argued that global assign-
ments vary according to (1) the amount of intercultural effectiveness needed in
order to be effective and (2) the presence or absence of a developmental com-
ponent of the assignment. She suggested that we can differentiate among the fol-
lowing four categories: (A) Technical, (B) Functional/tactical; (C) Developmental/
high potential, and (D) Strategic/executive. The next paragraphs briefly
describe these categories, and offer some specific suggestions for repatriation
programs for each category.
Technical assignments
This type of assignment is becoming increasingly common as organizations are
expanding their technical expertise worldwide. When technical skills do not
exist in one geographic region, a global assignment may be necessary to fill a
technical need. The typical technical assignment is similar in content to the
assignee’s domestic position. Specifically, these technical assignees are in an
organizational setting fairly typical to the setting of the home country. Many of
the global assignees on technical assignments will describe their work experi-
ence as ‘quite similar’ to what they were doing back home. It is not expected
that these global assignees will have significant interactions with the host
nationals working at the subsidiary location – and those interactions that
inevitably occur will not greatly affect the outcome of the assignment. In other
words, the person is being sent for his or her technical skills. It is those techni-
cal skills that will determine the outcome of the assignment. These assignments
involve such roles as technicians on an oil refinery, systems engineers on con-
tinuation client site and systems analysts interfacing with a computer system.
Repatriation and Knowledge Management 347