Rebuilding belonging: the role of organizational support in repatriates’ socio-professional reintegration amid global volatility

Abstract

Drawing on Organizational Support Theory (OST), this study examines how perceived organizational support shapes repatriates’ socio-professional reintegration amid global volatility, including geopolitical crises and COVID-19. Although support is central to successful repatriation, limited research captures how repatriates themselves interpret it under unstable return conditions. Based on semi-structured interviews with 35 repatriates across industries and focus groups with HR professionals, the study develops a Two-Level Reintegration Support Model. The model distinguishes career-function support—career continuity, knowledge recontextualization, and structured reintegration practices—from identity-belonging support—recognition, managerial empathy, and peer-network inclusion. Findings show that repatriates returning during disruption were particularly sensitive to support gaps and discrepancies between organizational promises and lived reintegration experiences. These discrepancies affected well-being, organizational commitment, and retention intentions. Rather than identifying entirely new support dimensions, the study demonstrates the close interdependence of career-function and identity-belonging support and shows how their relative salience shifts under volatile conditions. The study extends OST by contextualizing perceived support within global volatility and contributes to international HRM by integrating environmental disruption into repatriation theorizing. It also offers guidance for MNCs seeking to rebuild belonging, leverage international experience, and retain globally competent talent during and after disruption.