as short-term assignments and transnational project teams, have become more
common (Harris and Brewster 2003 ).
International work, such as transnational project teams, requires cross-cultural
interactions and understanding of the variations in norms and expectations be-
tween national cultural groups (Earley 2002 ). The HR manager’s roles may include
providing an appropriate range of services, such as pre-departure training and on-
site support for international workers.
- 4 Changes in Emphasis as the Workforce Mix of Expatriates
and Locals VariesAs foreign operations mature, the emphases put on various HR activities change.
For example, over time, fewer expatriate assignments will be required. HR man-
agers may be involved in activities such as workforce planning, selection, and
management development for local staV.
- 5 Risk Exposure
Concerns about security and global risks (Suder 2004 ) have led many transnational
Wrms to rethink their approaches to HR strategies and global mobility of employees
(GMAC Global Relocation Services, National Foreign Trade Council, and SHRM
Global Forum 2003 ). Most transnationalWrms must now consider political risk and
terrorism when planning international meetings and assignments (Czinkota et al.
2004 ). Terrorism has also clearly had an eVect on the way in which employees and
Wrms assess potential international assignment locations. For example, in some
locations where US expatriates have been the target of violent attacks,Wrms may
remove that group of expatriates, replacing them with other nationalities or locals.
In this context, HR managers may be involved in decisions regarding reduction of
the use of expatriates, developing emergency evacuation procedures for volatile
locations, and/or ceasing operations in a location that has become too diYcult.
- 6 More External InXuences
As aWrm’s global spread increases, the range and complexity of external inXuences
are likely to increase. Cultural factors to be understood by managers and employees
include the generally accepted practices of doing business in each of the various
host countries in which theWrm operates. As discussed earlier, the transferability or
culture-boundedness of HRM practices is an important concern.
- 4 Managerial Competencies for Cultural Diversity
Recent research and practice in transnationalWrms has focused on developing
global managers with the skills, abilities, and other characteristics (such as the
abilities to be geographically mobile and to act on their individual knowledge) to
522 h e l e n d e c i e r i