Description
Since the 1990s, economic and cultural globalization has propelled the transnational mobility of managers and fueled cross-border careers. Some scholars have argued for the emergence of a new global business elite with cosmopolitan mind-sets and homogeneous lifestyles, while others have highlighted their disconnection from the local surroundings and their everyday life within national expatriate ‘bubbles’. Thus, the question of whether today’s mobile professionals can be described as interculturally open and competent cosmopolitans, or as pronounced anti-cosmopolitans, is still unanswered.
Expatriate Managers and the Paradoxes of Working and Living Abroad considers a core protagonist of economic globalization and the management of MNCs through the lens of a practice-based theoretical approach whilst seeking to address this question by building on intensive ethnographic case studies of expatriate managers, most of them high-ranking executives, from two comparative different home countries, the US and Germany. These managers, together with their families, have been assigned to China, Germany, or the US to perform demanding coordination tasks within their multinational corporations (MNCs). Based on detailed accounts of expatriate managers’ experiences and everyday practices, the book reveals the multiple and sometimes paradoxical ways in which they deal with cultural differences as they build up new forms of working, belonging and dwelling.
The findings suggest that the newly emerging mind-sets and lifestyles of expatriate managers transcend the polarized images of mobile elites as either cosmopolitan ‘global managers’ or parochial anti-cosmopolitans. Expatriate Managers and the Paradoxes of Working and Living Abroad examines the global elite from an everyday perspective, showing that understanding the dynamics of a global economy requires probing into the lifeworld’s agency and everyday arrangements of the social actors who are putting globalization into practice.
Table of Contents
1. Introduction
Anna Spiegel and Ursula Mense-Petermann
Part 1: Embedding the Expatriate Manager
2. Working in Transnational Social Spaces: Expatriate Managers in Transnationally Integrated MNCs
Ursula Mense-Petermann
3. Expatriate Managers as Boundary Spanners in MNCs
Bastian Bredenkötter
4. Cosmopolitans or Parochial Anti-Cosmopolitans? Expatriate Managers’ Resources, Social Positions, and Orientations
Anna Spiegel and Ursula Mense-Petermann
Part 2: Negotiating Difference in the Private Sphere
5. Difference, Spatiality, and Sociability in the Everyday Life of Expatriate Managers
Anna Spiegel
6. Gendered Mobilities, Gendered Cosmopolitanism: Male and Female Expatriate Managers and Their Accompanying Spouses
Anna Spiegel
Part 3: Negotiating Difference in the Professional Sphere
7. Role-taking and Role-making: Expatriates as Creative Organizational Boundary Spanners in MNCs
Bastian Bredenkötter
8. Expatriate Managers as Cosmopolitan Professionals? Dealing with Difference at the Work Place
Anna Spiegel
Part 4: Comparative Perspectives and Conclusion
9. Host Country Effects? How Host Locality Properties Impact Practiced Cosmopolitanism
Ursula Mense-Petermann
10. Conclusion: The Paradoxes of Practiced Elite Cosmopolitanism
Anna Spiegel
