The adaptation and evolution of expatriate roles in multinational corporations

Abstract

Purpose: This paper examines how the coronavirus disease 2019 (COVID-19) pandemic, combined with evolving work practices, has reshaped expatriate roles in multinational corporations. It explores how the shift to hybrid and remote work has disrupted traditional expatriation, transformed the symbolic and functional roles of expatriates, and given rise to new approaches to adjustment, boundary spanning and career development.
Design/methodology/approach: Using a qualitative exploratory approach, the study draws on semi-structured interviews with expatriates and human resource (HR) professionals across multiple industries.
Findings/results: The findings reveal both challenges and opportunities: expatriates faced loss of symbolic authority, operational disruptions and social isolation, but also gained flexibility and productivity. New management styles emerged, digital tools were integrated and tasks were differentiated between those requiring physical presence and those suited to remote execution. Hybrid models created career opportunities while posing visibility and networking challenges, especially for early-career assignees.
Practical implications: The findings offer implications for expatriates, multinational corporations and human resources managers, which are unpacked in the article.
Originality/value: Expatriate roles are evolving into a portfolio of assignment types that balance digital coordination with physical presence. The study contributes to international human resource management theory by extending expatriate adjustment to multi-modal adaptation, reconceptualising expatriates as dual boundary spanners across physical and digital domains, and highlighting paradoxes of visibility, mobility and control in hybrid contexts. It advances understanding of global mobility as a dynamic, tension-laden process shaped by digitalisation.