Academic expatriation to emerging economies:A career perspective

Although the globalization of the academic labor market offers many advantages to academic institutions and their students, less is known about its (dis)advantages for academic expatriates’ careers. This paper seeks explanations of how academic expatriates aspire to invest in their careers in emerging economies by engaging both with the evidence of intelligent career theory, and with the literature on academic expatriation to emerging economies and on higher education. On the basis of these different streams of the literature, this paper identifies and outlines the institutional practices that could influence academic expatriates’ careers. This paper suggests that future research on academic expatriation to emerging economies can develop in at least three directions, namely, (a) the institutional practices at academic institutions in emerging economies, (b) the careers of academic expatriates, and (c) a reciprocal relationship between institutional practices and the individual careers of academic expatriates

Enhancing Team Member Proactivity Through Career Calling and Mentoring: A Time-Lagged Study

Team member proactivity has become increasingly important for contemporary teams that seek to improve how they function. However, for team members, this proactive team-oriented behavior requires risk taking and a great amount of effort; therefore, organizations must encourage persistence in this behavior. This is the first study to propose that organizations can enhance team member proactivity when they help team members live out their individual callings by offering them mentoring. Our hypotheses are tested by using a multi-source and time-lagged study design with a sample of 296 Chinese employees and their direct supervisors. The results demonstrate the importance of adding career calling constructs as antecedents to the team member proactivity literature and suggest that organizational resources such as mentoring are needed to facilitate the link between team member proactivity and career calling.

Training effectiveness during technological changes in Dubai-based companies: perspectives from managers and employees

Purpose: This paper aims to investigate the effectiveness of training during technological changes in Dubai-based companies by focusing on training program characteristics and employees’ training motivations. Design/methodology/approach: A qualitative investigation was conducted that included interviews with eight managers and seven employees. Findings: As demonstrated by the study results, managers and employees suggest that the 70-20-10 training model is effective for preparing employees to independently implement technological changes. However, employees argue that training motivations are not stable and vary within and among individuals during any organizational change, although this consideration is not acknowledged by managers. Originality/value: This study is the first to focus on identifying how change management can be improved in Dubai-based companies via effective training