for a special issue of the
International Journal of Human Resource Management
Paper submission deadline: 31st January 2015 31st January 2014
Guest Editors:
Yvonne McNulty and Kate Hutchings
It has been suggested that for nearly 50 years a steady stream of academic
research has studied traditional, organizationally-assigned expatriates
(Adler, 2002 <#_ENREF_1> ; Taylor, Napier, & Mayrhofer, 2002 <#_ENREF_5> ;
Vaiman & Haslberger, 2013 <#_ENREF_6> ), whom have typically been senior,
Western, males in their late 40s or early 50s, with an accompanying female
spouse and children. Over the past decade the profile of the traditional
expatriate has changed (see Brookfield Global Relocation Services, 2012
<#_ENREF_2> ), largely because society, particularly in the Western world,
reflects considerable deviation from the traditional household composition
of the past: fewer nuclear families, smaller numbers of household members,
and more couples living together out of wedlock often with children
(Duxbury, Lyons, & Higgins, 2007 <#_ENREF_3> ; Office for National
Statistics, 2012 <#_ENREF_4> ). Undoubtedly, the global talent pool today is
staffed with more non-traditional expatriates than ever before ­ among them
executive women, married couples without children, female breadwinners,
single and unaccompanied men and women, younger early-career people,
empty-nesters and semi-retired people over 60, split families, and same-sex
partnerships. Yet, the experiences of women and men within this
non-traditional expatriate population are not well known.
In this Special Issue, we invite submissions focused on non-traditional
expatriates. We define non-traditional expatriates as including the
following types of arrangements (noting that this may not be an exhaustive
* Status-reversal marriages/partnerships (female expatriates) with a male
Œtrailing spouse¹ where the primary income is generated by the wife,
* Single expatriates unaccompanied by a partner or children, including split
families where an assignee¹s immediate family members remain in the home
country or prior location,
* ŒEmpty-nesters¹ or semi-retired expatriates over the age of 60,
* Expatriate couples cohabitating outside of legal marriages, with or
without accompanying children,
* Blended expatriate families with step-children from prior relationships
subject to custodial arrangements and not sharing the same family name,
* Expatriate families adopting foreign children in the host-country during
an assignment,
* Lesbian, gay, bisexual or transgender expatriate partnerships, with or
without children,
* Single parents with or without international custody arrangements,
* Expatriates with special needs children, and
* Expatriates with multigenerational responsibilities, i.e. accompanied on
assignment by elderly parents or other family members.

Our goal in this Special Issue is to explore the experiences of
non-traditional expatriates and in doing so contribute to balancing the
picture that existing research provides of the profile of expatriates.
Specifically, we aim to: (i) address the gap in research that has not
sufficiently addressed the experiences of this segment of the global talent
pool; and (ii) propose a future research agenda to guide more scholarly work
in this area. Topics that might be explored (among others) include:
* What are the similarities and differences in the experiences of
non-traditional and traditional expatriates?
* Who is a non-traditional expatriate?
* How represented are non-traditional expatriates among the global talent
* What are the reasons for non-traditional expatriates accepting
international assignments or opting out of international assignment
opportunities altogether?
* What are the legal, social, physical, emotional, psychological and policy
challenges that non-traditional expatriates must overcome when deciding to
* Is the Œglass border¹ real and does it act as a deterrent to expatriate
for non-traditional assignees?
* What are the factors that contribute to the success of non-traditional
expatriates on international assignments?
* What are the unique needs of non-traditional expatriates and what support
do they receive from organisations, other expatriates, and host country
* To what extent do non-traditional expatriates favour a particular type of
assignment, assignment duration, or assignment location, and why?

Submission guidelines
We welcome quantitative, qualitative (including case studies) and conceptual
papers that provide unique insights into non-traditional expatriates and
non-traditional expatriation. Single-country studies are also welcome
provided the focus remains on topic. Findings and/or conceptualisations
should have theoretical and policy implications, and seek to inform
management practice. The editors of the Special Issue will be pleased to
discuss initial ideas for papers via email.
Submitted papers must be based on original material not under consideration
by any other journal or publishing outlet. The editors will select up to 8
papers to be included in the special issue, but other submissions may be
considered for other issues of the journal. All papers will be subject to a
double-blind peer review in accordance with the journal guidelines.
Manuscripts should be submitted online using the International Journal of
Human Resource Management ScholarOne Manuscripts site
( and in accordance with the author
guidelines on the journal¹s home page. New users should first create an
account. Once a user is logged onto the site submissions should be made via
the Author Centre. To submit your manuscript to the Special Issue on
ŒNon-Traditional Expatriates¹, choose the title of the Special Issue from
the Manuscript Type list. When you arrive at the ŒDetails and Comments¹
page, answer Œyes¹ to the question ŒIs this manuscript a candidate for a
special issue¹ and insert the title of the special issue in the text field

Important dates
Paper submission deadline: 31st January 2015 31st January 2014
Acceptance notification: 30 April 2015
Publication: 2015
Adler, N. 2002. Global managers: No longer men alone. International Journal
of Human Resource Management, 13(5): 743-760.
Brookfield Global Relocation Services. 2012. Global relocation trends survey
report. Woodridge, IL.
Duxbury, L., Lyons, S., & Higgins, C. 2007. Dual-income families in the new
millenium: Reconceptualizing family type. Advances in Developing Human
Resources, 9(4): 472-486.
Office for National Statistics. 2012. Comparing data sources on families and
households. South Wales, UK: Office for National Statistics.
Taylor, S., Napier, N., & Mayrhofer, W. 2002. Women in global business:
Introduction. International Journal of Human Resource Management, 13(5):
Vaiman, V., & Haslberger, A. 2013. Managing talent of self-initiated
expatriates: A neglected source of the global talent flow. In V. Vaiman, &
A. Haslberger (Eds.), Managing Talent of Self-initiated Expatriates: 1-15.
London: Palgrave Macmillan.

Yvonne McNulty
SIM University
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Kate Hutchings
Griffith University
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