Section Twostrategy implementation. Sonnenfeld and Peiperl’s typology
provides an explanation of differences in human resource
strategies, their relationship to organizational strategies, and
differences in personnel practices and policies across industries.
Unbundled or network organizations also are of importance to
the discussion of human resource strategy because they
provide new challenges. While some traditional human resource
functions may be unnecessary in such organizations, their core
of permanent employees will require extraordinary levels of
training and skill development.
Another critical aspect of strategy formulation is
international human resource strategy. Aside from deciding
such issues as whether to pursue multinational or global
strategies, companies must resolve the human resource
problem of becoming deskilled as a result of international
alliances. In the past, U.S. companies have not learned as
quickly as many of their international alliance partners and
have been weakened as a result of this deficiency. Decisions
over the location of production facilities now involve a much
broader range of alternatives from all over the world. As a
result, human resource practices and policies are critical to
international strategies and organizational learning. The
relationship between companies’ international strategies and
human resource planning should be understood because there