Latin America today presents a dynamic but challenging business landscape. Although foreign investment in the region has risen, Asia’s increasing role in the global economy is a challenge to Latin America’s competitiveness. At the same time, Translatina firms – Latin American trans-national companies – continue to grow in capital and influence.
This original collection explores the tensions between the strategic HRM policies demanded by global competition and local approaches rooted in Latin American cultural values. The book uses a selection of real-life case studies, plus quantitative data, to understand the unique challenges of human resource management in Latin America, exploring:
- the relationship between political, economic and social forces and HR practices
- lessons from successful HRM practices in the region
- the role of HRM practices for business strategy in Latin America
- national development and HRM practices
- diverse specific social and cultural contexts.
Written by regional-based academics with intimate knowledge of the cultural and business landscapes, this is an important reading for students of human resource management, and business and management
Table of Contents
1. Best HRM Practices in Latin America: An Introduction 2. Stakeholder Management: The Case of Aracruz Celulose in Brazil 3. The Strategic Importance of Close Employment Relations in Conflict-Ridden Environments: Three Cases from Colombia 4. Stakeholders’ Perspective and Strategic Human Resource Management: Lessons from a Colombian Case Study 5. Learning Human Resources Management Best Practices from Spanish Multinationals in Latin America: A Case Study of Telefónica 6. Consistency of Business Strategy, Post-Acquisition Integration and Management of People: Developing a HRM Best Practice 7. Human Resource Practices And Business Performance: Grupo San Nicolás 8. HRM Systems in Mexico: Case Novo Nordisk 9. Performance Management in Knowledge-Intensive Firms: The Case of CompuSoluciones in Mexico 10. Walking the Talk of Safety in South America 11.Executive Staffing Practices in US-Mexican Joint Ventures: A Staffing Model for IJV Executives 12. Western Ethical Theories and their Relevance to HRM in Latin America 13. Business Schools in Latin America: Global Players at Last? 14. Theoretical Approaches for HRM in Latin América
Anabella Davila is Professor of Organizational Theory and Business History at the Graduate School of Business Administration and Leadership at Tecnologico de Monterrey, Mexico. She co-edited Managing Human Resources in Latin America (Routledge, 2005) with Marta M. Elvira and has been a member of the Mexican National Researchers System since 1999.
Marta M. Elvira is Academic Dean at Lexington College in Chicago, USA. She serves on the editorial boards of the Journal of Management Research and the Business Journal of Hispanic Research. Her articles have appeared in journals such as Academy of Management Journal, Industrial Relations, Work and Occupations and Organization Science.