Emerging multinational enterprises (or EMNEs) have made a huge impact on the international business stage by internationalising at a rapid rate. And they have performed remarkably well in both developing and developed countries. Accordingly, there is a growing strand of literature on how EMNEs manage their international human resource (IHRM) practices in different international contexts.
However, the majority of the literature on IHRM practices of EMNEs is limited to explaining what international management practices EMNEs implement in their foreign subsidiaries and how they implement them. Too often, EMNEs struggle to transfer their weak management practices across national borders as they have limited experience, resources and capabilities when compared to MNEs from developed countries. Developing a better understanding on the manner in which EMNEs adopt their international human resource management and development practices abroad is, therefore, paramount to fully understand their globalisation-related behaviours. This dedicated book will aim to provide a holistic picture and contemporary insights on IHRM in emerging multinational enterprises.
It will be of interest to researchers, academics and students in the fields of business and management, especially those with a particular interest in human resource management, firm internationalisation and emerging markets.
1. Introduction to international human resource management and development in emerging market multinational enterprises
Paresha Sinha, Parth Patel and Verma Prikshat
2. Home and host country influence on the international adaptation of HRM in subsidiaries of EMNEs in advanced economies: A literature review and future research agenda
Parth Patel, Verma Prikshat and Paresha Sinha
3. HRM Policies and Practices in Emerging Market Multinationals: A Contextual Analysis
Sera Ling Qi, Connie Zheng and Amanda Pyman
4. International HRM practices of Russian MNEs
Veronika Kabalina and Virpi Outila
5. How do Thai MNEs overcome two types of liabilities through people management?
6. Nesting ambidexterity strategies to buffer institutional voids: The case of Colombian EMNEs
Jacobo Ramirez and Claudia Patricia Vélez-Zapata
7. Management Philosophies and Knowledge Transfer in China-Africa Partnerships
Abdoulkadre Ado and Ogechi Adeola
8. More than knowledge seeking: A cooperation-seeking motive for innovation in MNEs
Peter Zámborský, Igor Ingršt and Bernhard Dachs
9. The Evolution of Knowledge Transfer in Mexico, from Physical to Virtual Spaces
10. Grasping the Concept of Wasta and Its Place in HRM in the Middle East (ME)
11. The Emiratization policy in Abu Dhabi National Oil Company (ADNOC)
Moez Ben Yedder
12. Global Mobility in the Asia-Pacific Region and Role of Talent management and International HRM
Susan Kirk and Liza Howe-Walsh
13. HRM Practices of Sub-Saharan African MNEs: Following the Best Practice Western MNE HRM Model?
Desmond Tutu Ayentimi and John Burgess
14. Indonesian Based MNEs: Local or Global HRM Focus?
Linda Lambey, Elni Jeini Usoh and John Burgess
15. The uncharted link between CSR and HRM in emerging market economies: The cases of Bangladesh, India and China
Taposh Kumar Roy and Alexandros Psychogios
16. Diffusing best practices in IHRM: A qualitative case study analysis of a Mauritian multinational
Zuberia Aminah Hosanoo, Soujata Rughoobur-Seetah and Shubashni Ramrekha
17. Emerging Multi-National Enterprise (EMNE)’s approaches and challenges for the management of human resources in BRICS countries
Faten Baddar Al-Husan, Amarachi Ngozi Amaugo and Bomanaziba Idiko