In this paper, we use the term “skilled migrant founder–managers” of SMEs rather than “expat-preneurs”, since these founders have opted to remain indefinitely in the host country (Ireland). In this paper, both the size of SMEs and the influence of the founder's international experience and status on the design and application of the company's HRM practices, in particular concerning recruitment and retention, is explored. The literature suggests it is not just size that affects the HRM practices of SMEs ( Harney and Alkhalaf, 2021), but other factors also impact the HRM approach adopted, such as the type of management style ( Hayton, 2003), as well as the influence of the founder ( Baron and Hannan, 2002). Specifically, we explore how (and indeed, if) the individual, micro-level career experiences of the three SMEs' migrant founder–managers affected their respective recruitment and retention policies and practices of skilled migrants and SIEs, across different SME-sized organisations. In this paper, we unpack how the recruitment and retention practices in the three different sized SME cases vary. Corresponding to the title of this paper, we wanted to explore if the international career experiences of the skilled migrant founders of our three case study SMEs (one micro-, one small and one medium-sized SME organisation in Ireland) influenced their respective hiring and retention policies and practices of international professionals. The aim of this paper is to explore the recruitment and retention of skilled migrants and self-initiated expatriates (SIEs) in SMEs, with an emphasis on the impact the skilled migrant founder has on the recruitment and retention strategies of this specific group of employees. Our focus draws together literature and research on both subjects. The importance of SMEs to local and national economies is equally substantial ( Lorenz and Potter, 2019).
Global mobility contributes to the growth of international trade/business networks ( Docquier and Lodigiani, 2010), while leading to increased innovation ( Agrawal et al., 2011 Foley and Kerr, 2013 Bosetti et al., 2015) and transnational entrepreneurship ( Stoyanov et al., 2018). Internationally mobile professionals are a valuable source of human resources at both the macro- and meso-(organisational) levels ( Al Ariss and Syed, 2011 Cerdin and Brewster, 2014), bridging skills gaps in countries and organisations ( Kerr et al., 2016 Vaiman et al., 2015). Despite the discrepancy in academic interest, at the macro-/policy-level, the importance of both the SME sector ( Harney and Alkhalaf, 2021 Lorenz and Potter, 2019) and internationally mobile professionals ( Crowley-Henry et al., 2018) to national economies is without question. While academic publications on the human resource management (HRM) practices of SMEs (small and medium-sized enterprises) remain limited ( Harney and Alkhalaf, 2021), academic research and discussions pertaining to skilled migrants' careers has been increasing ( Crowley-Henry et al., 2018).
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The full terms of this license may be seen at Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. This article is published under the Creative Commons Attribution (CC BY 4.0) license. O'Connor and Blanca Suarez-Bilbao License Ĭopyright © 2022, Marian Crowley-Henry, Edward P. Exploring how skilled migrant founder–managers of SMEs recruit and retain international talent", Journal of Global Mobility, Vol. KeywordsĬrowley-Henry, M., O'Connor, E.P. The heterogeneity within the sub-categories encompassed under the umbrella label of SME is emphasised validating our case study approach, where nuance and detail of the specific organisation can be shared. The study highlights how both organisation size and founder-manager international experience influence the degree of customisation of HRM practices and policies in SMEs, specifically pertaining to the recruitment and retention of self-initiated expatriates and skilled migrant employees. The paper presents how the international experience of founder–managers, in turn, impacts on the HRM practices and policies that are implemented to recruit and retain international employees.
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