The process to send people on an extended business trip is not recorded, which is leading to ambiguities and high costs. The human resource department is not informed about extended business trips, which leads to little preparation time and missing expectation management. This bachelor thesis aims to identify challenges and issues as well as to improve the current business travel process. Additionally, this paper explores alternatives to extended business travel, namely virtual assignments and virtual teams.

To collect empirical data and answer the research questions, the authors conducted interviews with three extended business traveler, one manufacturing engineering manager, global mobility manager and two human resource managers. The interviews focused on the three phases: preparation, stay and return of the extended business travel process. The preceding literature research comprises current knowledge about the subject.

The authors aim to provide a useful checklist and a factsheet for information to employees and managers. As a result of the research conducted, the authors discuss most relevant challenges in the extended business traveler process and provide suggestions for improvement and action. The main findings of this thesis include that an explicit stated process provides boundaries and orientation for all parties involved. Moreover, setting smart goals contributes to the effective management of extended business traveler. In addition, other forms of virtual collaboration have great advantages but cannot completely replace business travels. To conclude, the current business travel process already contains valuable steps. However, next to a written process, additional actions should be included.