Globalizing International Human Resource Management sets out to cover as a wide range of regional and national cultures, as well as perspectives, as possible, in order to explore how these might shape both theory and practice in this field.
In attempting this, it focuses on key concepts within it, such as
These are discussed in a range of spatial and organizational settings, including multinational corporations (MNC) and international joint ventures (IJV). The book covers a wide range of countries and cultures in North America, Europe and and Asia. Next, we have a set of nationally-based cases that represent exemplifications of many of the conceptual points made by contributors, who include scholars based in a wide variety of countries around the world, in universities and business schools.
This book was previously published as a special issue of The International Journal of Human Resource Management.
Introduction: globalizing international human resource management. CHRIS ROWLEY & MALCOLM WARNER. 1 International human resource management: a North American perspective, a thematic update and suggestions for future research. RANDALL S. SCHULER & IBRAIZ TARIQUE. 2 Human resource management with ‘Asian’ characteristics: a hybrid people-management system in East Asia. YING ZHU, MALCOLM WARNER & CHRIS ROWLEY. 3 Comparative HRM: European views and perspectives. CHRIS BREWSTER. 4 Vertical integration of corporate management in international firms: implementation of HRM and the asset specificities of firms in China. YANNI YAN, JOHN CHILD & CHAN YAN CHONG. 5 What drives adoption of innovative SHRM practices in Indian organizations? ASHOK SOM. 6 Building flexibility into multi-national human resource strategy: a study of four South African multi-national enterprises. ALBERT WO¨ CKE, MIKE BENDIXEN & RASOAVA RIJAMAMPIANINA. 7 Globalization of HR at function level: four UK-based case studies of the international recruitment and selection process. PAUL R. SPARROW. 8 The human resource challenge to outward foreign direct investment aspirations from emerging economies: the case of China. ROSALIE L. TUNG. 9 The prospect for gender diversity in Japanese employment. JOHN BENSON, MASAE YUASA & PHILIPPE DEBROUX. 10 The impact of culture on HRM styles and firm performance: evidence from Japanese parents, Japanese subsidiaries/joint ventures and South Asian local companies. M. KHASRO MIAH & ALLAN BIRD. 11 Introducing the impact of technology: a ‘neo-contingency’ HRM Anglo-French comparison. JACOBO RAMIREZ & MARIANELA FORNERINO.