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Julia Richardson

In this chapter I explore the use of case studies in expatriate management research and signal some of its potential advantages and challenges. I demonstrate why case studies are a valuable resource for understanding expatriates by drawing on published work in the field. Case studies of expatriates conducted in different national, industry and organizational contexts are examined as examples of ‘best practice’ and platforms for future research. The chapter also addresses the criteria for ensuring rigour in expatriate case study research, examining how those criteria might be incorporated into study design, execution and subsequent writing/publication of results and professional practice. Themes relating to external, conceptual and internal validity are explored in detail. The chapter is especially focused on providing readers with insight into how to design and execute high quality case study research for actionable professional practice. Whereas extant literature tends to focus on how case study research might be used as a means of data collection, I also include a discussion of how to write up results and strategies for publication. Finally, I identify future avenues for case study research on expatriates by both scholars and practitioners.

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Julia Richardson and Clare Kelliher

Changing patterns of work challenge the notion of employees having a designated workplace predicated on physical presence. These changes have been enabled by developments in technology, where an increasing number of employees can work from remote locations, relying on communication technologies to facilitate their interaction with colleagues, managers and customers. This chapter explores the implications of these developments for career sustainability. Drawing on a large study of remote workers in Canada, we demonstrate how, in addition to meeting formal performance targets, there was a perceived need to maintain and enhance visibility in order to ensure career progression and continued employment. Since remote working may impede visibility, the chapter explores how participants managed relationships with colleagues and clients in order to maintain and/or enhance their visibility and related career opportunities. It also reports how they tacitly accepted, rather than challenged, the impact of visibility on their careers and in so doing demonstrates the continuing importance of face-to-face interaction and physical presence for maintaining professional networks. The implications of these findings are discussed, including the need for organizations to review existing HR policies, particularly those relating to careers, when different forms of working are utilized.