International HR strategy in Brazilian technology multinationals

International human resource management in multinational corporations from emerging economies

“…According to Tanure et al (2009) Brazilian expatriates, who are predominantly sent to countries that are culturally distant to theirs, cited cultural integration as the biggest challenge; yet, Brazilian multinationals did not seem to incorporate this perception in the expatriation selection and training process. Another study of Brazilian technology multinationals found that their HR strategies were more localized than internationalized and that the subsidiaries lacked autonomy in driving their HR strategies as decision making was concentrated in headquarters (Muritiba et al, 2010). These studies together support the conclusion reached by Fleury and Fleury (2011) that HRM seems to be the weakest link for Brazilian multinationals.…”

“…(Cooke, 2008, p. 260) With regard to convergence or divergence of HR practices in EMNCs, the consensus from the existing literature is that there is a considerable degree of variance. For example, + The HR strategies in Brazilian technology MNCs were found to be more localized than internationalized (Muritiba et al, 2010). + Russian MNCs seem to seek convergence based on geographical proximity and cultural-historical closeness in their choice of countries for internationalization (Kuznetsov, 2012).…”

“…For Brazilian MNCs, market opportunity was a more important consideration than cultural proximity in choosing which country to enter into; however, they uniformly stressed the critical importance of solid groundwork to deal with cultural differences, such as language barriers, political and economic differences (Muritiba et al, 2010). In their quest for internationalization, Brazilian multinationals find that 'shortage of qualified workforce to work internationally and the need to develop HRM competencies to operate globally' as some of the key challenges (Muritiba et al, 2012, p. 248).…”

Evaluation of Product Development Process Using Emvs

“…The assumption of this is that headquarters have more power to manage their international operations, using the successful methods of their home country (MURITIBA, 2010).…”

Análise dos Programas de Treinamento e Desenvolvimento Internacional sob a Perspectiva dos Treinandos

“…Para que isso seja possível, as multinacionais podem oferecer aos funcionários a possibilidade de ser um expatriado por um tempo e trabalhar (ou passar por programas de treinamentos específicos) em uma ou mais unidades internacionais da empresa, conforme se observou no estudo de casos realizado por Muritiba et al (2010).…”