Drawing on this literature, Cooke ( 2005 b) argues that because technological and
human resources are in part substitutes, yet are inextricably intertwined, com-
panies invariably choose which capabilities to emphasize and how best to integrate
the two. Cooke then hypothesizes that MNCs are more likely than national
companies to develop workplace strategies emphasizing technological capabilities
over HR capabilities. The basis of his argument is that because of local isomorphic
constraints to altering existing workplace cultures, norms, customary practices,
and institutional arrangements across borders, the diYculty and costs associated
with the transnational diVusion of workplace strategies emphasizing HR capabil-
ities are greater than the diYculty and costs associated with diVusing workplace
strategies emphasizing technological capabilities. Consistent with his central hy-
pothesis, heWnds in his study of the automotive component supplier industry that
after taking into account diVerences in market-positioning priorities and other
factors, MNCs are indeed far more likely than nationalWrms to pursue workplace
strategies emphasizing technological capabilities over HR capabilities.
It follows that essential to the successful development and deployment of global
HR strategies are strategic decisions about the optimal emphasis on and integra-
tion of HR and technological capabilities, taking into account the ease and costs
associated with diVusing alternative workplace strategies across borders. As high-
lighted in my broader analytical framework (Fig. 24. 1 ), also essential to the success
of formulating global HR strategies are decisions about how best to align such
HR and technological capabilities with strategic decisions regarding market-
positioning and where to invest abroad.
24.3 Summary and Future Directions
.........................................................................................................................................................................................
Given the early stage of scholarly enquiry into a complex and widely encompassing
subject, there are numerous unanswered questions about various fundamental
issues and dynamics underlying the deployment of global HR strategies. An
overriding challenge before us is the development and reWnement of a general
framework that encompasses and integrates the full range of global HR strategy
decisions. Without such a framework, neither as HR scholars nor as professionals
are we able to engage in comprehensive strategic analyses requisite to the successful
deployment of global HR strategies. Towards this end, my primary objective in this
chapter has been to articulate a simpliWed but fairly comprehensive analytical
framework, one that at least captures and links the key strategic decisions MNCs
face in formulating their global HR strategies. Under an assumption that manage-
mentseeks to actrationally in the pursuit of optimizing proWts, I have identiWed
global human resource strategy 501