A Dimensional Framework for Qualifying Virtual Expatriate Work
Purpose: Virtual expatriation is increasingly emerging as a common form of virtual global work. Despite this interest, the concept of virtual expatriation remains conceptually ambiguous and poorly defined, with prior research largely focussing on virtual mobility and personal characteristics while integration of job design and organisational practices remains limited. Consequently, it remains unclear which types of work can be classified as virtual expatriate work. Addressing this gap, this study adopts a qualitative theory-building approach to identify and conceptualise the dimensions of job design and work conditions that qualify work as virtual expatriate work. Design/methodology/approach: Drawing on semi-structured interviews with human resource professionals, managers, and employees, the study uses qualitative methodology to analyse the data. Findings: The findings revealed six interrelated dimensions to qualify work as virtual expatriate work. These dimensions are integrated into a conceptual framework with shift from personal to work related characteristics. Practical Implications: The study clearly showed that overseeing virtual expatriates differs from managing other categories of virtual employees. Therefore, managers can also draw on this study to more effectively manage virtual expatriate work by deliberately cultivating relationships and designing appropriate control structures. Originality/value: This study contributes to research on virtual expatriation, extends job design theories to virtual and international context, and advances international human resource management by providing a basis for designing and clarifying virtual expatriate roles.