Introduction

Transferring employees to overseas subsidiaries in order to develop organizational structures, to create knowledge transfer and to provide training and development to international staff is fundamental for international companies (Breitenmoser & Bader, 2021; Setti et al., 2022). Especially, the development and utilization of social networks, often referred to as ‘social capital,’ hold significant value for international organizations and expatriates and repatriates (Adler & Kwon, 2002; Emirbayer & Johnson, 2008; van Gorp et al., 2017). These networks, which are established in the host companies, are eminent in facilitating the exchange of knowledge between headquarters and subsidiaries (Peltokorpi et al., 2022). Maintaining these connections after returning home and ensuring that they are preserved for future international collaborations and expatriates is a major challenge (Chiang et al., 2018). Repatriates frequently sustain both professional and personal ties with their host-country networks while at the same time working to re-establish connections within their home country networks. Rebuilding these relationships can be complex for repatriates, which is reflected negatively in the reintegration process (Peltokorpi et al., 2022).

The reintegration phase marks the end of the international assignment process, which marks the return and reintegration of the expatriate and their family into the home country and company from a professional and personal perspective. This phase is considered the most challenging and problematic, especially from the perspective of the headquarters, but also from the perspective of the repatriates (Szkudlarek, 2010). The lack of support in the reintegration process in the network, society and in the home company leads to different consequences for repatriates. As a consequence, the repatriates often experience disinterest in their professional environment and network, e.g. about the international assignment, which leads to dissatisfaction, resignation, psychological stress and intentions to leave (Chiang et al., 2018; Sulaymonov, 2017). The role of communities and networks during the reintegration of repatriates is still inadequately known (Chiang et al., 2018; Mehreen et al., 2024). This prompts a deeper exploration of how communities contribute to the reintegration process for repatriates.

Communities and social support

Community is where people with similar or shared values, attitudes and experiences come together (Tönnies, 1887). Being part of a community and integrating into new communities leads to social satisfaction, a sense of belonging, an increase in job satisfaction and therefore also to better performance and lower turnover rate (van Gorp et al., 2017; Yunlu et al., 2018). Furthermore, social support and support from networks are an essential element in maintaining mental health and resilience during challenging transitions and life-changing events (Feeney & Collins, 2015). Tight and at the same time large and diverse networks in the host and home countries has a positive influence for the integration and reintegration process (Remhof, 2015). Social connections and supportive relationships are widely recognized as key factors influencing the success of intercultural adjustment. Social support can take various forms and be a source of facilitating intercultural adaptation (Caligiuri & Lazarova, 2002). In familiar communities, repatriates have access to information, receive emotional support and they feel embedded and understood by people with similar experiences (Chiang et al., 2018; Guttormsen, 2018; Ho et al., 2024). As a result, expatriates and repatriates tend to find themselves in homogeneous communities, where they feel safe and understood. This also gives repatriates the feeling that the complexities related to international assignments are reduced (Delanty, 2012; Ho et al., 2024). To shed considerable light on the role of communities and social networks during the repatriation process, interviews were performed.

An empirical study of influencing factors in the context of communities

An empirical study of seven expert interviews with repatriates sent to China/Hong Kong was conducted to investigate influencing factors and the role of communities in the repatriation process. The expatriates must have been on an international assignment for at least 12 consecutive months (long-term assignments). The interviewees were all sent abroad by large German companies with over 250 employees and involved in the industries of chemicals (N = 4), automotive (N = 1), and metal and electronics (N = 2). The repatriates held middle to senior management positions before and after the assignment.

Results and practical recommendations

Occupational reintegration into the home company:

The results of the study show that uncertainty about career prospects within the home company has a negative impact on the expectations and reintegration from repatriates. Lack of strategic career planning on the part of the home company often conflicts with repatriates’ expectations. Repatriates often expect to be promoted to a higher position upon their return. Furthermore, lack of mentoring programs, peer groups, emotional closeness and trust within the home company were perceived negatively by repatriates. On the other hand, strong bonds and connections with the home company facilitates the return. Also, emotional support from colleagues and supervisors and the organizational support from the headquarter, e.g. help in finding new accommodation, etc., was perceived as positive.  A shortage of emotional and informational support from work colleagues, rejection and a lack of appreciation of the assignment abroad lead to disappointment and escape into familiar repatriate communities, a place of understanding.

The success of the reintegration process depends on clear communication, managing expectations and maintaining a professional relationship between repatriates and headquarters. It is crucial for both the headquarters and the repatriate to define their expectations transparently and to discuss career trajectories upon returning. This minimizes uncertainty about future career prospects and promotes a sense of stability and trust. Keeping (internal or cross-company) professional networks active during the assignment is important to stay connected. Supervisors can support this by organizing regular meetings and facilitating the exchange of information, thus helping to maintain the repatriate’s awareness of organizational developments. Maintaining relationships with colleagues in the home country strengthens this connection, as these relationships often play a pivotal role in assisting the reintegration process. Finally, the headquarters should appreciate the international assignment, should show interest and use the new knowledge, especially informal knowledge about the culture, and competencies. Recognizing the challenges and contributions of repatriates provides essential emotional support, which is important for repatriates to feel valued.

Social reintegration into the society of the home country:

It is important to consider the social reintegration of repatriates into the society of their home country, as this is also reflected in their reintegration into professional life. Similar to professional life, rejection and disinterest by society has a negative effect on reintegration. The feeling of being disconnected from the local community and isolated prevents the full reintegration of repatriates. Insufficient social support in the home environment was noted as a recurring issue. This lack of understanding and support often led repatriates to seek a more cosmopolitan community, where they felt a greater sense of belonging and could socialize with others who had similar experiences.

Repatriates indicated that living in a diverse and inclusive society, where their experiences were understood and valued, enabled them to adapt and reintegrate more quickly. Also, emotional and practical support from family members was highly valued and recognized as a promoting factor in facilitating repatriates’ reintegration. On the other hand, social reintegration proved to be difficult if relationships, such as friendships, deteriorated during or after the assignment or if networks in the home country became weaker or broke down completely. In such cases, repatriates often had to rebuild their social networks, forming new relationships and friendships to achieve a sense of belonging and fully reintegrate into their home society.

Occupational and social reintegration of accompanying family members:

The reintegration process from accompanying family members (spouse and children) from repatriates have a significant influence on the reintegration process of the repatriates. When problems arise with the reintegration of family members, the reintegration of repatriates is perceived as difficult, even when it works well. On the other hand, if the reintegration of the accompanying family is successful, this has a positive influence on the reintegration of the repatriates.

The reintegration of the accompanying partner into working life was perceived as challenging. The partner often had to give up their job before the assignment abroad and typically did not engage in professional activities while abroad. As a result, they had limited or no access to domestic professional networks. Thereby, the headquarter can offer support by helping partners to return to professional life.

Similar to the reintegration of repatriates, the accompanying family members also have difficulties reintegrating into society. The partners also experience disinterest in their life abroad and rejection in their home society. Additionally, the reintegration process for partners is further complicated by the expectation that they take sole responsibility for managing the logistical aspects of the return, such as securing housing, navigating bureaucratic processes, and finding childcare. This situation creates significant emotional and physical strain, resulting in double or triple burden. As repatriates and their accompanying family members struggled with the reintegration process there was a tendency to retreat back into the repatriate community or to move on to the next assignment abroad.

Conclusion

The main findings of the study show that there are factors in the context of communities and society (social support) that influence the reintegration process of repatriates, which have both reintegration-promoting and reintegration-inhibiting effects. The key factors for successful reintegration for repatriates are well-being in the community and home society and to feel understood. This results in higher job satisfaction, better performance, lower turnover rates, mental health and social satisfaction.

Author: Lena M. Fischer holds a Master’s in Business Administration from Friedrich Schiller University Jena, with study experience in Taiwan. She spent three years as a research assistant at TU Chemnitz, contributing to various projects. After a sabbatical traveling through Asia, she joined Mike Geppert’s team at FSU as a PhD student in April 2024.

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