Toward an Integrative Model of Strategic International Human Resource Management

Taylor, Sully; Beechler, Schon; Napier, Nancy K.

doi:10.2307/259160

Cited by 292 publications

(275 citation statements)

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“…A significant body of HRM in MNEs research has been built around contingency-type integrative frameworks that relate a number of key MNE-external, MNE-internal and HRM-specific factors to MNE outcomes (e.g. DeCieri & Dowling, 2012;Schuler, Dowling, & Cieri, 1993;Taylor, Beechler, & Napier, 1996). Whilst these have been useful in highlighting a multitude of factors arising from different sources that influence in complex ways the transfer of HRM, they provide a somewhat static account.…”

Section: The Role Of Processmentioning

confidence: 99%

Crossing the streams: HRM in multinational enterprises and comparative HRM

Brewster

Mayrhofer²,

Smale

2016

Human Resource Management Review

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Section: The Role Of Processmentioning

confidence: 99%

Crossing the streams: HRM in multinational enterprises and comparative HRM

Brewster

Mayrhofer²,

Smale

2016

Human Resource Management Review

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“…For example, Reiche's (2006) study found that bilateral knowledge transfer was the main driver of inpatriate assignments. This may be based on an increasing realization that a MNE's competitive position is shaped by the nature of the "organizational competencies" it possesses and how the firm transfers these across its organization (Taylor, Beechler, & Napier, 1996). As Edwards, Rees, and Coller (1999) noted, "where production is uniform and interdependent across borders, the HQ has an incentive to manage these linkages" (p. 288).…”

Section: Structural Factorsmentioning

confidence: 99%

“…Ferner et al (2007) argue that the way in which the HR function is organized may be critical in providing organizational capabilities in the MNE (see also Tregaskis, Glover & Ferner, 2005). Similarly, Taylor et al (1996) It is also likely that MNEs which utilize PCN expatriates will be more likely to use both inpatriates and TCN assignees. We argue that such firms have a tradition of using international assignments.…”

Section: Hr Systems Factorsmentioning

confidence: 99%

Swimming against the tide: Outward staffing flows from multinational subsidiaries

Collings

McDonnell

Gunnigle

et al. 2010

Human Resource Management

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Studying the flows of parent country nationals in multinational enterprises (MNEs) to subsidiary operations has a relatively long tradition. Studying flows of subsidiary employees to other subsidiaries, as third country nationals, and to the corporate headquarters, as inpatriates, however, has empirically, much less pedigree. Drawing on a large-scale empirical study of MNEs in Ireland, this paper provides a benchmark of outward flows of international assignees from the Irish subsidiaries of foreign owned MNEs to both corporate headquarters and other worldwide operations. Building on insights from the resource-based view and neoinstitutional theory, we develop and test a theoretical model to explain outward staffing flows. The results show that almost half of all MNEs use some form of outward staffing flows from their Irish operations. Although the impact of specific variables in explaining interorganization variation differs between the utilization of inpatriate and third country national assignments, overall we find that a number of headquarters, subsidiary, structural, and human resource systems factors emerge as strong predictors of outward staffing flows.

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“…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).…”

Section: Hr Roles and Influencing Factorsmentioning

confidence: 99%

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

Thite

Budhwar

Wilkinson

2014

Human Resource Management

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The rapid growth of emerging markets' multinational companies (MNCs) is a recent phenomenon and as such their nature and structure of key management processes, functions and roles need further examination. While an abundance of low cost labor is the starting point of competitive advantage for many of the emerging markets' MNCs, it is the optimum configuration of people, processes and technology that defines how they leverage their intangible resources. Based on case studies of four Indian IT services MNCs, involving 51 in-depth interviews of business and human resource (HR) leaders at the corporate and subsidiary levels, we identify five key HR roles, namely, strategic business partner, guardian of culture, builder of global workforce and capabilities, champion of processes, and facilitator of employee development via empowerment and learning. The analysis also highlights that the HR function in Indian IT services MNCs faces several challenges in consolidating the early gains of internationalization, such as a lack of decentralized decision making, developing a global mindset, localization of workforce and developing a global leadership pipeline. Based on our exploratory findings, we propose a framework outlining the global HR roles pursued by emerging IT services MNCs, the factors influencing them, and the challenges facing their HR function for future research.

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Toward an Integrative Model of Strategic International Human Resource Management

Cited by 292 publications

References 0 publications

Crossing the streams: HRM in multinational enterprises and comparative HRM

Crossing the streams: HRM in multinational enterprises and comparative HRM

Swimming against the tide: Outward staffing flows from multinational subsidiaries

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

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