Managing the duality of IHRM: unravelling the strategy and perceptions of key actors in South Korean MNCs

Global HR Roles and Factors Influencing Their Development: Evidence From Emerging Indian IT Services Multinationals

“…Research evidence along these lines is now emerging (see Budhwar, 2012;Chung et al, 2012). The efficient management of key human resources in an MNC depends on several contextual factors, such as the country of origin (Harzing & Sorge, 2003), corporate strategy (Bartlett & Ghoshal, 1989), IHRM strategy (Taylor et al, 1996), business structure (Ulrich, Younger and Brockbank, 2008), IHRM structure (Farndale et al, 2010b) and CEO perceptions (Chung et al, 2012;Brandl & Pohler, 2010). Schuler, Dowling and De Ceri (1993) proposed an integrated contingency framework for evaluating strategic international HRM of MNCs (though not solely focusing on HR roles).…”

“…A mixture of developments such as rapid globalization, the rise of emerging markets, technological developments, constant change and the emergence of intellectual capital as a key sustainable competitive advantage requires the HR function to be ever more strategic and global in its role, outlook and approach (Briscoe, Schuler & Tarique, 2011;Chung, Bozkurt & Sparrow, 2012;Khavul, Benson & Dutta, 2010). In such a context, corporate HR plays a prominent role in the management of the global workforce in MNCs (Farndale, Scullion & Sparrow, 2010a;Farndale, Paauwe, Morris et al, 2010b).…”

Culture and Managers in a Globalised World

“…Although such organisations (MNCs) operating independent of national borders they continue to have their assets, sales, work-force, ownership and control highly concentrated in the country where their corporate headquarters are located (Oppong, 2013). On the other hand, attempts to establish a common corporate culture in an international or multi-national firm can be undermined by the strength of national cultures and the research points to the fact that the cultures of individual countries are both more stable and more powerful than those of individual organisations (Chung, Bozkurt & Sparrow, 2012;Newman & Nollen, 1996).…”

Globalising the international mobility function: the role of emerging markets, flexibility and strategic delivery models

“…In has shown that IHRM research needs to consider the role and importance of internal policy and strategy, and by examining the perceptions of IM Directors, indicates that important actors have considerable space for choice and negotiation around this (Chung, Bozkurt and Sparrow 2012). The focal point of study has been the strategy and adopted logics of those responsible for managing the IM function.…”