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Resilience of Institutions in Upholding Pre-Existing Rights
opportunity for businesses. Studies have found that the option value of MNEs in entering a country under the uncertain conditions can be high (Miller, 1998). This is because government and international bodies often inject considerable amount of investments into the affected countries in aiding the recovery and rebuilding process and, in turn, pumped up the local aggregate demands, opening new opportunities for MNEs in relevant industries (Vigdor, 2008). At the same time, consumers’ demand for products and services may change; demand may not necessarily decline, but what consumers may want may be different, and this will impact on the demands placed on a firm’s human resources. These MNEs may therefore experience expansion of workforce under these situations. There are multinational organizations, such as inter-governmental agencies as well as international relief organizations, who would purposefully be sending staff into countries experiencing crises.
MNEs are being noted for their often-superior ability to implement highly tactical, more robust talent management practices, including work-based, HRM- led and international systems, in line with the rest of their worldwide operations (Glaister, Karacay, Demirbag, & Tatoglu, 2018; Hartmann, Feisel, & Schober, 2010; Mellahi, Demirbag, Collings, Tatoglu, & Hughes, 2013; Tatoglu, Glaister, & Demirbag, 2016; Demirbag, Tatoglu & Wilkinson, 2016). However, with the environment suddenly becoming much more precarious, MNEs may be likely to operate on a much more restricted budget towards their human resources, and move towards leaner staffing. This could mean retrenchment and the cutting back pay as well as other compensations and supports, which makes the implementa- tion of a strong IHRM programme difficult.
At the same time, uncertain contexts increase the need for subsidiary control, which, according to previous literature, require a more locally responsive HRM practices that are sensitive to the local condition may also be needed (Mellahi et al., 2013). Furthermore, in the context of systemic shock such as an economic crisis, the relative position of owners of highly fungible capital could increase (Wood, 2013). This would include MNEs, who are often uncommitted and switch to another country when presented with better opportunities. Thus, with their strong bargaining power, coupled with the dete- rioration of economic conditions, the relative power of the employees, including expatriates, could be significantly diminished (Wilkinson & Wood, 2017). Streeck (2009) presents a highly pessimistic view that this could mean the worsening of employment conditions, including the reduction of not only pay and benefits, but also job security and workplace democracy. Others, however, point to the resilience of institutions in upholding pre-existing rights for the workers (Thelen, 2014).
From the employees’ point of view, there is an emerging consensus that going through expatriation is an emotional journey (Bozionelos, 2009; Herman & Tetrick, 2009; Selmer, 2001, 2002; Stahl & Caligiuri, 2005). Such emotion can be manifested in positive ways, such as excitement, optimism, hope and passion (Youssef & Luthans, 2007), which could be facilitative to the expatriate’s ability to settle, but there are also negative emotions, such as fear, worry, anxiety, doubt and
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grief (Jordan & Cartwright, 1998), that could potentially cause disengagement, detachment, resulting in a demotivated and disgruntled expatriate, the spill-over effect of which could be so strong that potentially it could affect the overall organ- isational performance and reputation (Richardson & McKenna, 2002). Negative emotions such as those mentioned above are most likely to manifest in the situa- tion of rapid change and uncertainties (Lerner & Keltner, 2001). Therefore, expa- triation that are poorly thought out could lead to failed assignments, premature return of expatriates and the loss of their returned expatriates (Takeuchi, Wang, Marinova, & Yao, 2009). Failed expatriation has the potential not only derailing the MNEs’ performance and capabi
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Introduction
45-41 points The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned. |
Literature Support 91-84 points The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned. |
Methodology 58-53 points Content is well-organized with headings for each slide and bulleted lists to group related material as needed. Use of font, color, graphics, effects, etc. to enhance readability and presentation content is excellent. Length requirements of 10 slides/pages or less is met. |
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Average Score 50-85% |
40-38 points More depth/detail for the background and significance is needed, or the research detail is not clear. No search history information is provided. |
83-76 points Review of relevant theoretical literature is evident, but there is little integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are included. Summary of information presented is included. Conclusion may not contain a biblical integration. |
52-49 points Content is somewhat organized, but no structure is apparent. The use of font, color, graphics, effects, etc. is occasionally detracting to the presentation content. Length requirements may not be met. |
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Poor Quality 0-45% |
37-1 points The background and/or significance are missing. No search history information is provided. |
75-1 points Review of relevant theoretical literature is evident, but there is no integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are not included in the summary of information presented. Conclusion does not contain a biblical integration. |
48-1 points There is no clear or logical organizational structure. No logical sequence is apparent. The use of font, color, graphics, effects etc. is often detracting to the presentation content. Length requirements may not be met |
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