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Towards a new model of globalizing HRM

Published on Jun 1, 2005in International Journal of Human Resource Management 3.15
· DOI :10.1080/09585190500120590
Chris Brewster51
Estimated H-index: 51
(University of Reading),
Paul Sparrow34
Estimated H-index: 34
(University of Manchester),
Hilary Harris18
Estimated H-index: 18
(Cranfield University)
This paper addresses the debates about the nature of strategic HRM in international companies. It builds on a substantial research programme using questionnaires and detailed case studies to argue that the international HRM field is changing significantly and rapidly and that there is a need for better understanding of these developments. Five distinct, but linked, organizational drivers of international HRM are identified and discussed: efficiency orientation, global service provision, information exchange, core business processes and localization of decision-making. These factors are creating a new set of pressures on HRM specialists. Three distinct, but linked, enablers of high-performance international HRM are being developed by multinational enterprises: HR affordability, central HR philosophy and HR excellence and knowledge transfer. A series of different strategic recipes combining these drivers and enablers are identified. These recipes in turn are delivered through a series of important HR proces...
  • References (73)
  • Citations (140)
Published on Jan 1, 1969
Howard V. Perlmutter1
Estimated H-index: 1
In a charged particle-beam apparatus, a lens device includes a charged particle-beam lens defining a beam axis and having two centrally apertured lens members formed of magnetic material and axially spaced from each other to form a space therebetween, the apertures of the lens members defining a lens bore, specimen holder means extending axially into the lens bore for holding a specimen therein, a first cooling body situated in the space between the lens members in heat insulating relation to th...
Published on Aug 5, 2016
Paul Sparrow34
Estimated H-index: 34
Chris Brewster51
Estimated H-index: 51
Hilary Harris18
Estimated H-index: 18
Part I: Globalization and International HRM Theory 1. Drivers of Globalization and Patterns of Response for Multinational Enterprises Around The World 2. Multiple Layers of Globalization Within the MNE 3. Global HRM Strategies and Structures Part II: Strategic Objectives 4. Building Global Capabilities Across Multinational Enterprises 5. Developing International Management Competences Part III: Global Integration Mechanisms 6. Global Talent Management 7. Managing The International Labor Force 8....
Published on Dec 28, 2007
Peter J. Dowling26
Estimated H-index: 26
Denice E. Welch4
Estimated H-index: 4
Randall S. Schuler53
Estimated H-index: 53
Designed for senior undergraduates and postgraduates in international business or human resource management courses, Dowling (U. of Canberra) and Welch's (Mt. Eliza Business School and U. of Queensland) textbook addresses the role of human resource management (HRM) in sustaining international business. No longer a part of the discontinued Internati
Published on Jan 1, 2006
Paul Evans16
Estimated H-index: 16
Vladimir Pucik4
Estimated H-index: 4
Jean-Louis Barsoux1
Estimated H-index: 1
Chapter 1: The Challenges of International Human Resource Management Chapter 2: Three Faces of Human Resource Management in the International Firm Chapter 3: Exploiting Global Integration Chapter 4: Becoming Locally Responsive Chapter 5: Managing Alliances and Joint Ventures Chapter 6: Forging Cross-Border Mergers and Acquisitions Chapter 7: Mastering Network Coordination Chapter 8: Developing Talent for the Transnational Enterprise Chapter 9: Steering through the Tensions of Change and Innovati...
Published on Apr 1, 2004in Asia Pacific Journal of Human Resources 0.89
Robin Kramar9
Estimated H-index: 9
(Macquarie University)
PAUL EVANS, VLADIMIR PUCIK and JEAN-LOUIS BARSOUX. 2002. The global challenge: Frameworks for international human resource management HELEN DE CIERI and ROBIN KRAMAR (adapted from Noe, Hollenbeck, Gerhart and Wright). 2003. Human resource management in Australia: Strategy, people, performance STEPHEN BILLETT. 2001. Learning in the workplace: Strategies for effective practice
Published on Jan 1, 2004
Chris Brewster51
Estimated H-index: 51
Wolfgang Mayrhofer22
Estimated H-index: 22
Michael Morley29
Estimated H-index: 29
HRM: a universal concept? Paul Gooderham, Michael Morley, Chris Brewster and Wolfgang Mayrhofer. The UK and Ireland: Traditions and Transitions in HRM. Sarah Atterbury, Chris Brewster, Christine Communal, Christine Cross, Partrick Gunnigle and Michael Morley. The Netherlands and Germany: Flexibility and Rigidity. Bart Dietz, Job Hoogendoorn, Rudigr Kabst and Anja Schmetter. HRM in Austria and Switzerland: Small countries - large differences. Christiane Erten, Guido Strunk, Jean-Claude Gonzalez a...
Published on Jul 1, 2003in Journal of International Business Studies 7.72
K Kim1
Estimated H-index: 1
(Konkuk University),
J-H Park1
Estimated H-index: 1
(Ewha Womans University),
John E. Prescott29
Estimated H-index: 29
(University of Pittsburgh)
The way that multinational businesses in integrated global industries coordinate and control R&D, manufacturing, and marketing functions across borders has significant implications for performance. We propose that, in such global industries, certain integrating modes will be more effective than others in integrating a function globally. We show that each function has a different combination of effective integrating modes. For global R&D integration, people-based and information-based modes are m...
Published on Nov 1, 2002in Strategic Management Journal 5.57
Tony S. Frost5
Estimated H-index: 5
(UWO: University of Western Ontario),
Julian Birkinshaw52
Estimated H-index: 52
(LBS: London Business School),
Prescott C. Ensign11
Estimated H-index: 11
(SJSU: San Jose State University)
This paper seeks to understand the conditions under which ‘centers of excellence’ emerge in foreign subsidiaries of multinational firms. We define a center of excellence as an organizational unit that embodies a set of capabilities that has been explicitly recognized by the firm as an important source of value creation, with the intention that these capabilities be leveraged by and/or disseminated to other parts of the firm. Drawing on overlapping research in international business and strategic...
Published on Sep 15, 1995
Ron Ashkenas3
Estimated H-index: 3
Dave Ulrich32
Estimated H-index: 32
+ 1 AuthorsSteve Kerr2
Estimated H-index: 2
Published on Oct 1, 2002in California Management Review 5.00
Stephen Tallman25
Estimated H-index: 25
(UR: University of Richmond),
Karin Fladmoe-Lindquist1
Estimated H-index: 1
(UR: University of Richmond)
Current trends appear to suggest that globally integrated strategies are the wave of the future for many industries, but no theoretically sound, firm-level model explains this situation. International business models explain industry trends from economic perspectives, and organizational theory is beginning to examine the organizing principles of multinational firms, but a gap exists in explaining the strategic motivations of multinational firms as they expand and integrate worldwide. This articl...
Cited By140
Published on Jun 24, 2019in Applied Psychology 3.27
Lucy T.B. Rattrie1
Estimated H-index: 1
(University of Stirling),
Markus G. Kittler7
Estimated H-index: 7
Karsten Ingmar Paul10
Estimated H-index: 10
(FAU: University of Erlangen-Nuremberg)
Michael Harvey34
Estimated H-index: 34
(SMU: Southern Methodist University),
Michael Harvey37
Estimated H-index: 37
(UA: University of Arizona)
+ 2 AuthorsMiriam Moeller13
Estimated H-index: 13
(UQ: University of Queensland)
A minor digression, if you will: it has been over 30 years since I (referring to lead author) first wrote on the topic of terrorism and its potential impact on conducting business in a global context. The most vivid memory I have relative to that initial foray into this new topic was making a presentation at the annual summer American Marketing Association (AMA) conference in Chicago. I got halfway through the paper and I started to hear jeering noises emanating from the audience. As I remember ...
Sven Horak6
Estimated H-index: 6
(St. John's University),
Inju Yang6
Estimated H-index: 6
AbstractFramed by institutional theory, this study reassesses the influence of seniority on (HRM) in South Korea today. We analyze first the overall influence of seniority in business, second its significance for career progression (i.e. promotion), and third its relation to individual performance orientation. By conducting in-depth interviews among local and expatriate managers, we find that the role of seniority is still pronounced. Seniority-based promotion remains significant, and individual...
Published on Apr 26, 2019
Beiting He (SCUT: South China University of Technology), Ran An (SCUT: South China University of Technology), John W. Berry65
Estimated H-index: 65
(HSE: National Research University – Higher School of Economics)
Purpose The purpose of this paper is to explore the psychological adjustment process of expatriates from Chinese multinational enterprises, including how their social capital affects this process. Design/methodology/approach This qualitative investigation was based on semi-structured, in-depth interviews with 26 Chinese expatriates. The grounded theory method was applied to guide the data collection and analysis. Findings The psychological adjustment process of Chinese expatriates includes three...
David Giauque16
Estimated H-index: 16
(UNIL: University of Lausanne),
Simon Anderfuhren-Biget8
Estimated H-index: 8
(University of Geneva),
Frédéric Varone19
Estimated H-index: 19
(University of Geneva)
AbstractThis study investigates whether work opportunities have an impact on stress and the related turnover intentions of employees working in intergovernmental international organizations (IOs). It contextualizes the job resources and demands model within IOs’ specific work conditions. The empirical test is based on original data from a survey administered in four major organizations of the United Nations system. Results demonstrate that social work opportunities and work–life balance are orga...
Brooke Z. Graham1
Estimated H-index: 1
(University of Colorado Denver),
Wayne F. Cascio40
Estimated H-index: 40
(University of Colorado Denver)
Purpose One purpose of this paper is to emphasize the relationship between employees as brand ambassadors and the concept of an employer brand. Another is to consider cross-cultural employer branding in the context of global talent management. The authors also clarify the connection between organizational image, organizational identity and organizational reputation, and address how positive and negative brand reputation can affect an organization. Design/methodology/approach The authors use a li...
Kamlesh Kumar Maurya (BHU: Banaras Hindu University), Manisha Agarwal2
Estimated H-index: 2
(BHU: Banaras Hindu University)
Purpose The purpose of this paper is to examine the potential impact of organisational talent management practices on perceived employer branding. Talented employees are the lifeline of any organisation who contribute effectively to the organisation’s success. Talented workforce and their organisational attraction to remain productive act as a primary competitive enabler for the organizational performance. Employer branding now becomes a key factor to achieve success in business which engenders ...
Published on Feb 1, 2018in International Business Review 3.64
Ferran Vendrell-Herrero14
Estimated H-index: 14
(University of Birmingham),
Emanuel Gomes11
Estimated H-index: 11
(NOVA: Universidade Nova de Lisboa)
+ 1 AuthorsKamel Mellahi30
Estimated H-index: 30
(Warw.: University of Warwick)
Research is needed on effective servitization by multinational enterprises. This study examines whether Manufacturing Multinational Enterprises (MMNEs) can obtain better servitization outcomes by partnering with Knowledge Intensive Business Service (KIBS) firms and or by internationalizing their service function. In addition, the paper analyses the centralization of management decisions of human resources as an organizational mechanism to overcome coordination failure between product and service...