The Global Mobility function

Abstract

Purpose The purpose of this paper is to explore the transformation of the Global Mobility (GM) function within global organisations from a tactical/transactional into a strategic function to add value to the business and international assignees. Design/methodology/approach The method of research is an exploratory, qualitative study using an interpretivist paradigm. In total, 37 GM specialists working and living across Europe, America and Australasia were interviewed. Findings Administrative burden, organisational culture and structure, lack of alignment with the business and talent management and the lack of capabilities of the GM function and GM specialists inhibit the transformation from a tactical/transactional GM function into a Strategic GM (SGM) function. Research limitations/implications Although this study included a variety of stakeholders of the GM function, it did not include line managers and senior executives. Therefore, future research should capture the views on the GM function of middle and top management of global organisations to provide a more comprehensive view on SGM. Practical implications The designed “Global Mobility Specialists Competencies” model presents the competencies GM specialists and functions need to develop to be able to fulfil the role of a business partner and to create a GM function that is agile, flexible and responsive to create sustainable value for the organisation. Originality/value This paper identified the characteristics of the roles of the GM function and GM specialists unravelling how these influence the transformation of the GM function into a strategic function.